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This study examines the case of the Extractive Industry Transparency Initiative of Mongolia (EITIM) through the lens of collaborative governance theory as a coping mechanism for a type of wicked problem known as the resource curse phenomenon. Wicked problems are problems with no definitive solutions that cannot be traced to source causes. They often encompass a set of interlocking issues that are changing constantly. The resource curse is the paradox of mineral wealth leading to poor development outcomes in developing countries (Auty 1993), and is characteristic of a wicked problem. This case study employs a mixed method approach in understanding how and why the EITIM has been successful. The methodology and conceptual framework are grounded in holism, mutual causality, and interdependence theory. Descriptive analysis, quantitative analysis, and social network analysis were applied to examine the four components of the conceptual framework: system context, institutional design, collaborative process, and performance productivity. Key contributions from this work include: extracting key factors contributing to the successful practice of collaborative governance, expansion of the resource curse phenomenon and wicked problem theories, and establishing the importance of recognizing the resource curse as a wicked problem. This perspective shifts the approach, strategy and expectations around how to approach and resolve the resource curse phenomenon. It’s problem-solving approach, strategy and expectations are embraced in the research design and provide new insight into effective strategies for collaborative governance.