000			02380naa a2200241uu 4500
001			2013016010841
003			OSt
005			20190211180228.0
008			120130s2011 xx ||||gr |0|| 0 eng d
100	1		_aAWORTWI, Nicholas _944244
245	1	0	_aAn unbreakable path? A comparative study of decentralization and local government development trajectories in Ghana and Uganda
260			_bSage, _cjun. 2011
520	3		_aThe evolutionary theory of path dependency suggests that the longer an institution has been in place, the more resilient it is to change. Given enough time and self-reinforcing mechanisms, an organizational and institutional path develops and becomes highly resistant to change and likely to endure for a long time. Since the path benefits those who created it, the same actors cannot unlock it. Only an ‘exogenous shock’ (an event outside the path) can radically change the incentives or constraints facing the actors and enable a country to break free of the path. This article applies these propositions to explain the past, present and future trajectories of decentralization and local government (LG) institutional development in Ghana and Uganda. The article shows that Uganda pursued a sequence of political, administrative and fiscal decentralization whereas in Ghana the order was administrative, political and fiscal. As a result, Uganda has made a little progress, more than Ghana, in strengthening LG institutions. However, given that neither Uganda nor Ghana followed an ideal sequence of decentralization reforms that would have strengthened LGs against unbridled central government (CG) interference, currently CGs in both countries are retaking much of what was initially decentralized. The article concludes that recentralization and further weakening of LGs are likely to continue in both countries because the initial path that was created benefited CG politicians and bureaucrats and they are committed to staying on that course
650		4	_912062 _a Relações Intergovernamentais
650		4	_aAdministração Regional _912242
650		4	_aGana _914047
650		4	_aUganda _915971
773	0	8	_tInternational Review of Administrative Sciences _g77, 2, p. 347-378 _dSage, jun. 2011 _xISSN 00208523 _w
942			_cS
998			_a20120130 _b1601^b _cGeisneer
998			_a20120312 _b0914^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c41484 _d41484
041			_aeng