Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/266723 
Year of Publication: 
2021
Citation: 
[Journal:] Regulation & Governance [ISSN:] 1748-5991 [Volume:] 16 [Issue:] 4 [Publisher:] John Wiley & Sons Australia, Ltd [Place:] Melbourne [Year:] 2021 [Pages:] 1382-1398
Publisher: 
John Wiley & Sons Australia, Ltd, Melbourne
Abstract: 
Confronted with a new wave of criticism on the in effectiveness of its development programs, the World Bank embarked on a revitalization process, turning to private investors to finance International Development Association projects and widening its mandate. To explain these adaptation strategies of the World Bank to regain relevance, this piece draws on organizational ecology and orchestration scholarship. We contend that international organizations rely on two adaptation mechanisms, orchestration and scope expansion, when they lose their role as focal actors in an issue area. We find that the World Bank has indeed lost market share and has relied on these two mechanisms to revitalize itself. We show that the World Bank responded to changes in the environment by orchestrating a private sector‐oriented capital increase, prioritizing private funding for development through a "cascade approach," and expanding the scope of its mandate into adjacent domains of transnational governance, including climate change and global health.
Subjects: 
development
orchestration
organizational ecology
private investors
World Bank
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article
Document Version: 
Published Version

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