| In a comparative case study of two natural resource management projects in Kazakhstan, I examine how World Bank organizational structure and imperatives influence project implementation. Based on in-depth interviews, direct observation, and document review, I explore how organizational technologies influence decisions around the creation of these two projects. I argue that the World Bank's approach to sustainable development and orientation to green neo-liberal strategies is not a top down driven process. Instead, organizational dynamics, technologies, borrower nation interests, and resource opportunities influence the strategies, approaches and decisions that managers take. However, although these processes influence project design, they do not predetermine ecological and social outcomes. At the same time, the World Bank's project approach limits project managers' ability to control project implementation. |
