Suchergebnisse

ABSTRACTPolitical realities in the capital cities of impoverished countries emerging from violent conflict illustrate how local actors can be hindered in conducting political affairs independently from the interests and influence of national governments as well as international agencies. This experience problematises the argument that the main cause of political impasse in African cities governed by opposition parties is incomplete decentralisation, whereby a devolution of responsibilities is not matched by a downward reallocation of resources. Although resulting competition constrains local governments' opportunities to deliver basic services, we need to look beyond the national scale to uncover the drivers of institutional change and gauge the promise of donor-driven local political empowerment. Urban politics in Africa continues to be shaped by global aid discourses, which are translated into local policy frameworks through interest convergence between international and national actors. The case of Freetown, Sierra Leone provides an illustration of such macro-level alignment and resulting local frictions. At the same time, it also demonstrates how local politics have challenged the technocratic, apolitical reinvention of urban governance in the global South perpetuated by the international aid industry.

We analyse qualitative data collected from employees at Germany's two main international development organisations, Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and Kreditanstalt für Wiederaufbau (KfW) Development Bank, to study how upward accountability and organisational learning interact in the world's second largest foreign aid system. Goffman's 'staging' heuristic is applied to unpack social practices in these two organisations. We find that employees navigate two separate domains, a frontstage and a backstage. They consider the federal bureaucracy an audience expecting a coherent storyline despite the messy realities of foreign aid. In response, they engage in impression management on a frontstage while shielding their backstages from scrutiny to maximise autonomy. As a result, organisational learning at GIZ and KfW in Goffman's terms focuses on collective efficacy at satisfying accountability expectations through staged performances. We relate these insights to the hierarchical structure of Germany's foreign aid system, the role of organisational interests and prevailing professional norms.