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dc.contributor.authorManandhar, Narayan
dc.date.accessioned2018-01-04T08:15:46Z
dc.date.available2018-01-04T08:15:46Z
dc.date.issued2009-09-03
dc.identifieroai:www.cmi.no:3453
dc.identifier.citationBergen: Chr. Michelsen Institute (U4 Practice Insight no. 2009:3) 8 p.
dc.identifier.urihttp://hdl.handle.net/11250/2474536
dc.description.abstractIn 2004 and 2005, the Federation of Nepalese Chambers of Commerce and Industries (FNCCI) implemented the first anti‑corruption project involving the private sector in Nepal. Despite the novelty of a supply‑side intervention, however, the effort has not manage to survive the termination of DFID funding. This U4 Practice Insight explores how local ownership, through a combination of actions, inactions, and broader political factors, can dissipate at different stages of the project cycle. Since donor support ended, not a single anti‑corruption activity has been continued by the FNCCI.
dc.language.isoeng
dc.publisherChr. Michelsen Institute
dc.relationU4 Practice Insight
dc.relation2009:3
dc.relation.ispartofU4 Practice Insight
dc.relation.ispartofseriesU4 Practice Insight 2009:3
dc.relation.urihttps://www.cmi.no/publications/3453-the-anatomy-of-a-failed-anti-corruption-project
dc.subjectPrivate Sector
dc.subjectNepal
dc.titleThe anatomy of a failed anti corruption project: A case study from Nepal
dc.typeReport


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