This article is based on an analysis of the relevant literature, which would not have been possible without the strong commitment of Pia Raffler to this research. The comments of the journal's anonymous referees are also gratefully acknowledged.
Capacity Development as the Model for Development Aid Organizations
Version of Record online: 4 AUG 2009
© Institute of Social Studies 2009
Development and Change
Volume 40, Issue 3, pages 551–577, May 2009
How to Cite
Kühl, S. (2009), Capacity Development as the Model for Development Aid Organizations. Development and Change, 40: 551–577. doi: 10.1111/j.1467-7660.2009.01538.x
- Issue online: 4 AUG 2009
- Version of Record online: 4 AUG 2009
Sociological studies of organizational fashions tend to focus on commercial firms. This article looks at the Capacity Development concept that is globally applied as a model in governmentally supported development assistance organizations. The organizations themselves adopt the concept, asserting that an increase in ‘capacities’ in developing countries will contribute to a higher success rate for projects. This article argues that a primary function of concepts such as Capacity Development is to meet the legitimacy requirements of development assistance organizations. The more the effectiveness of these organizations is criticized or challenged, the more they feel the need to defend themselves by developing new — and hopefully more effective — concepts.