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Why multi-stakeholder groups succeed and fail / Rory Truex
World Bank Open Knowledge Repository (formerly "World Bank E-Library Publications") Available online
View online- Format:
- Book
- Government document
- Author/Creator:
- Truex, Rory
- Series:
- Policy research working papers.
- World Bank e-Library.
- Language:
- English
- Subjects (All):
- Anti-corruption.
- Building consensus.
- Certification.
- Civil society.
- Corporate Law.
- Corruption & Anticorruption Law.
- Emerging Markets.
- Government officials.
- Individuals.
- Initiative.
- Law and Development.
- Output.
- Private Sector Development.
- Public Sector Corruption & Anticorruption Measures.
- Public Sector Development.
- Social Accountability.
- Social Development.
- Stakeholder.
- Transparency.
- Local Subjects:
- Anti-corruption.
- Building consensus.
- Certification.
- Civil society.
- Corporate Law.
- Corruption & Anticorruption Law.
- Emerging Markets.
- Government officials.
- Individuals.
- Initiative.
- Law and Development.
- Output.
- Private Sector Development.
- Public Sector Corruption & Anticorruption Measures.
- Public Sector Development.
- Social Accountability.
- Social Development.
- Stakeholder.
- Transparency.
- Physical Description:
- 1 online resource (20 pages)
- Place of Publication:
- Washington, D.C., The World Bank, 2010
- System Details:
- data file
- Summary:
- Anti-corruption initiatives increasingly use multi-stakeholder groups, comprised of representatives from government, private sector, and civil society organizations, to drive implementation at the local level and serve as a force for transparency. In theory, the multi-stakeholder groups ideal is quite appealing - each stakeholder has its own interest in the initiative and contributes its unique capacities. In practice, many multi-stakeholder groups have fallen short of expectations. This paper considers two separate but related questions. First, what are the unique barriers to implementation facing multi-stakeholder groups? Second, what policy measures can be taken to improve the likelihood that multi-stakeholder groups will succeed? The authors use existing research in political science and economics to develop a multi-level framework that accounts for the "nested nature" of multi-stakeholder groups. The framework is then applied to experiences of MSGs from the Construction Sector Transparency Initiative, a new pilot program that aims to promote transparency in construction through the release of material project information. The evidence shows that the barriers facing multi-stakeholder groups are substantial, but once the level (individual incentives, organizational dynamics, country context, or international pressures) of the challenge confronting a multi-stakeholder group is identified, the specific barrier, its root causes, and appropriate solutions can be identified. More broadly, the Construction Sector Transparency Initiative experiences suggest that multi-stakeholder groups are best used as a means of promoting dialogue and building consensus, not as the locus of policy implementation and oversight.
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