ABSTRACT
The production, diffusion, and implementation of programs which can be labeled as ‘‘anticorruption programs’’ are increasingly representing a worldwide phenomenon. At the global level, the size of the anticorruption industry in terms of staff and budget is large.1 For example, a simple search of participants who had attended an international anticorruption conference within the last 3 years produced over 2500 names from a variety of international organizations (such as the World Bank, United Nations Development Programme, and Organisation for Economic Cooperation and Development), international NGOs (like Transparency International or the Open Society Institute), national governments, businesses, and NGOs.2 Moreover, with the wide media coverage surrounding anticorruption, the dissemination effects are even larger. For example, a Lexis-Nexis search on the term ‘‘anticorruption’’ produced over 187 hits for the week of April 1-5, 2002. Thus the number of people who either work on anticorruption projects or are affected by them through media influence is quite large. Such a large range of interest suggests that it is not only international organizations which are diffusing policy to national governments (or national governments which are diffusing policy internally). These policies do not simply ‘‘diffuse’’ the way dye does in water or a virus would in a population (to use two popular metaphors from the literature). Instead, as this chapter will show, knowledge flows are determined by project managers looking for good ideas and skills they need to do their jobs.
