This paper identifies ways in which donors can be more effective in fragile and conflict-affected states by exploiting theories and concepts drawn from public management. Fragile contexts demand donors look beyond blueprint solutions and work with greater sensitivity to local environments, adaptation to local contexts and enhanced organisational flexibility. Public management theory can help donors organise themselves to put these principles into practice. This paper hopes to widen the options donors have at their disposal to support organisational reform and advance more effective ways of working in fragile states.
Nilima Gulrajani, Dan Honig