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Accountability as strategic transparency : Making sense of organizational responses to the International Aid Transparency Initiative

Pamment, James LU (2019) In Development Policy Review
Abstract

Aid transparency received a welcome boost in December 2011 when a critical mass of donors signed up to the International Aid Transparency Initiative (IATI), an electronic registry through which all aid expenditure is published using the same criteria. IATI launched with statements about increased effectiveness, improved collaboration and better decisions based on greater transparency. This article investigates the strategic nature of organizational responses to IATI. It places particular emphasis on subtle distinctions between norms and standards, diminishing returns on the production of additional data, and inconsistently communicated benefits. It concludes that these factors contribute to IATI membership being rearticulated as part of... (More)

Aid transparency received a welcome boost in December 2011 when a critical mass of donors signed up to the International Aid Transparency Initiative (IATI), an electronic registry through which all aid expenditure is published using the same criteria. IATI launched with statements about increased effectiveness, improved collaboration and better decisions based on greater transparency. This article investigates the strategic nature of organizational responses to IATI. It places particular emphasis on subtle distinctions between norms and standards, diminishing returns on the production of additional data, and inconsistently communicated benefits. It concludes that these factors contribute to IATI membership being rearticulated as part of the management of organizations' visibility, hence reformulating compliance with IATI as a form of strategic communication.

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Please use this url to cite or link to this publication:
author
organization
publishing date
type
Contribution to journal
publication status
published
subject
keywords
accountability, development, IATI, strategic communication, transparency
in
Development Policy Review
pages
22 pages
publisher
Wiley
external identifiers
  • scopus:85065607219
ISSN
0950-6764
DOI
10.1111/dpr.12375
language
English
LU publication?
yes
id
0efcee6c-2c13-4a69-b5f3-7b9a89f2aeec
date added to LUP
2018-11-09 22:25:11
date last changed
2023-03-29 15:06:34
@article{0efcee6c-2c13-4a69-b5f3-7b9a89f2aeec,
  abstract     = {{<p>Aid transparency received a welcome boost in December 2011 when a critical mass of donors signed up to the International Aid Transparency Initiative (IATI), an electronic registry through which all aid expenditure is published using the same criteria. IATI launched with statements about increased effectiveness, improved collaboration and better decisions based on greater transparency. This article investigates the strategic nature of organizational responses to IATI. It places particular emphasis on subtle distinctions between norms and standards, diminishing returns on the production of additional data, and inconsistently communicated benefits. It concludes that these factors contribute to IATI membership being rearticulated as part of the management of organizations' visibility, hence reformulating compliance with IATI as a form of strategic communication.</p>}},
  author       = {{Pamment, James}},
  issn         = {{0950-6764}},
  keywords     = {{accountability; development; IATI; strategic communication; transparency}},
  language     = {{eng}},
  month        = {{01}},
  publisher    = {{Wiley}},
  series       = {{Development Policy Review}},
  title        = {{Accountability as strategic transparency : Making sense of organizational responses to the International Aid Transparency Initiative}},
  url          = {{http://dx.doi.org/10.1111/dpr.12375}},
  doi          = {{10.1111/dpr.12375}},
  year         = {{2019}},
}