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Seeing eye to eye: organizational behaviour, brokering and building trust in Tanzania

Hewitt, Tom; Wangwe, Sam and Wield, David (2002). Seeing eye to eye: organizational behaviour, brokering and building trust in Tanzania. Public Administration and Development, 22(2) pp. 97–108.

DOI (Digital Object Identifier) Link: http://dx.doi.org/10.1002/pad.214
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Abstract

The focus of this article is organizational behaviour in and around the private sector in Tanzania at a time of transition through liberalization and the promotion of private sector activity; how the private sector has re-emerged in the very recent past; how it operates as a group or, more accurately, as a set of groups, and the relationships between its component parts and with other development organizations (notably public actors: the state and aid donors). Within this framework our interest is in how organizational behaviour is mediated and trust is built through the brokering of relations between different organizations which intersect the public and private (and what this means for the public sphere). The article assesses the usefulness of a three-level framework for analysing organizational and institutional transformation, shows that some tentative but modest change is occurring, and that a range of incomplete but positive political processes are happening. We show that institutional development is the weak link in these processes. Copyright © 2002 John Wiley & Sons, Ltd.

Item Type: Journal Article
ISSN: 0271-2075
Academic Unit/Department: Mathematics, Computing and Technology
Mathematics, Computing and Technology > Engineering & Innovation
Interdisciplinary Research Centre: Innovation, Knowledge & Development research centre (IKD)
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Item ID: 5361
Depositing User: David Wield
Date Deposited: 24 Aug 2006
Last Modified: 02 Dec 2010 19:53
URI: http://oro.open.ac.uk/id/eprint/5361
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