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dc.contributor.advisorJohn D. Sterman.en_US
dc.contributor.authorLim, Tse Yang,S.M.Massachusetts Institute of Technology.en_US
dc.contributor.otherSloan School of Management.en_US
dc.date.accessioned2020-09-03T16:45:49Z
dc.date.available2020-09-03T16:45:49Z
dc.date.copyright2020en_US
dc.date.issued2020en_US
dc.identifier.urihttps://hdl.handle.net/1721.1/126967
dc.descriptionThesis: S.M. in Management Research, Massachusetts Institute of Technology, Sloan School of Management, May, 2020en_US
dc.descriptionCataloged from the official PDF of thesis.en_US
dc.descriptionIncludes bibliographical references (pages 27-29).en_US
dc.description.abstractThe ability of multiple organizations to effectively collaborate in pursuit of shared goals is important across many fields, but perhaps nowhere more so than in sustainable development. Advancing sustainable development requires addressing numerous highly interconnected issues across multiple sectors. The interconnections present not only a substantive challenge, but an organizational one as well. Despite widespread agreement on the need for more integrative approaches and strong motivations to implement them, many organizations working on different aspects of sustainable development persistently fail to integrate their work effectively. I examine the puzzle of persistent integration failure in the context of the UN development system (UNDS), which plays an important normative and operational role in guiding development efforts worldwide. Using causal loop diagrams informed by field observations and expert interviews, I present a dynamic explanation of the relationships between various parts of the UNDS and the challenges of coordinating work on sustainable development. I demonstrate how intendedly rational attempts to improve efficiency and performance by UN agencies and the countries that control them inadvertently set off self-reinforcing processes that drive persistent fragmentation and integration failure. Unless these dynamics are accounted for, ongoing attempts to improve integration in the system are likely to fail.en_US
dc.description.statementofresponsibilityby Tse Yang Lim.en_US
dc.format.extent29 pagesen_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsMIT theses may be protected by copyright. Please reuse MIT thesis content according to the MIT Libraries Permissions Policy, which is available through the URL provided.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectSloan School of Management.en_US
dc.titleThe road to development is paved with good intentions : inter-organizational dysfunction in the UN development systemen_US
dc.typeThesisen_US
dc.description.degreeS.M. in Management Researchen_US
dc.contributor.departmentSloan School of Managementen_US
dc.identifier.oclc1191221672en_US
dc.description.collectionS.M.inManagementResearch Massachusetts Institute of Technology, Sloan School of Managementen_US
dspace.imported2020-09-03T16:45:48Zen_US
mit.thesis.degreeMasteren_US
mit.thesis.departmentSloanen_US


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