When traditional principles bring coherence in complex networks management: the case of “Imihigo” in public policy implementation

ABSTRACT

Dominant theoretical frameworks on policy implementation are still inspired by “intra-organizational” managerial principles, while nowadays most public policies are implemented by complex networks with multiple nodes and linkages. In African countries with scarce resources like Rwanda, the implementation of one policy may bring together multiple institutions with no hierarchical ties. Based on archive analyses and interviews with thirty local actors from three districts in Rwanda, this article shows that the new system of public policy implementation inspired by the tradition of “Imihigo” facilitates the coordination of diversified policy initiatives from many stakeholders and helps to overcome operational, bureaucratic and performance barriers inherent to complex networks management.

KEYWORDS:

• Complex networks management
• multi-actors policy approach
• institutional interdependence
• stakeholder theory
• public policy implementation
• African tradition
• Rwanda
• Imihigo

Disclosure statement

No potential conflict of interest was reported by the author.

Notes on contributor

Masengesho Kamuzinzi is an associate professor of Policy Analysis in the Department of Governance and Public Administration at the University of Rwanda. He is actively involved in research on how African traditional inheritance help African countries to adapt their current modes of governance to global trends.

Additional information

Funding

This work was supported by University of Rwanda- Swedish International Development Agency Programme (SIDA) [Grant Number Ordinary Research Grant 2014].