| This dissertation explores four major changes in the World Bank since its inception. In particular, it examines how the Bank has redefined its mission and the factors that have influenced this change. To operationalize the dependent variable, lending data was disaggregated to delineate shifts in patterns of lending among the following sectors: reconstruction, human needs, structural adjustment, and sustainable development. The roles of several independent variables are explored in a structured, focused comparison of the four cases of change. These variables are power, state preferences, leadership, and organizational structure. The research employs a variety of methodologies including content analysis, quantitative analyses, case studies, and interviews.; One of the primary findings of this dissertation is that single variable explanations miss too much of the process and do not provide a satisfactory understanding of change in international organizations. The most significant variable was change in organizational procedures. This variable alone cannot explain change, but worked as an enabling factor for both leadership and preferences of powerful state[s] to bring about change. Preferences of the most powerful state[s] is also an important variable in explaining changes in the Bank, but only when several conditions are present. First, the state must be focused on the organization. Second, the means by which a state pushes its preferences within an international organization can influence effectiveness. Finally, when the preferences of the state coincide with the problem representation of the leader of the organization, then this also becomes a powerful variable for change. The other significant variable is leadership. In particular the problem representation of a leader strongly influences change in the organization. If the preferences reflect the leader's PR and the state is focused on the organization, then change is extremely likely. However, if the preferences differ and the state is focused on the organization, then the ability of the leader to bring about change is limited. Finally, if the leading state limits the attention it gives to the organization then the leader's role in change increases. |
