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Many development theorists and practitioners, including those in key agencies like the World Bank and UNDP, now see participation as critical to successful project implementation, and strongly support cooperative organizational systems. This article cautions against undue optimism about such forms of organization, and attempts to explain their limited success when they compete with private firms by applying rational choice theory to behaviour in cooperative systems. It examines the relevance of assumptions of self interest, opportunism and bounded rationality in such solidaristic organizations, then uses them to calculate the costs and benefits of using participatory systems. It shows that these costs are likely to outweigh the benefits in large organizations unless participatory processes are effectively associated with managerial autonomy, appropriate incentives, sanctions and hierarchies. © 1996 by John Wiley & Sons, Ltd.
E. A. Brett (Thu,) studied this question.