This paper looks at how an innovative policy comes to be transferred to another country and be successfully implemented. We explore three key dimensions (time, location, and people) in policy transfer studies using two cases of international aid (Saemaul Undong and e-Government projects).
Utilizing a case study method, this paper upholds the predominant role of the policy entrepreneur over the environment (different time frame and different social, political, economic systems). The stakeholder analysis shows that policy entrepreneur’s role is critical in making policy
transfer successful. In part, this argument is in line with previous “Advocacy Networks” studies, such as that of Keck and Sikkink (1998), highlighted the importance of policy entrepreneurs being able to navigate in the networks of international development. This paper aims to
contribute to the literature by applying Dolowitz and Marsh’s policy transfer framework in the international aid context and calls for further empirical research employing the network analysis method.
No Reference information available - sign in for access.
No Citation information available - sign in for access.
No Supplementary Data.
No Article Media