The Logic of Appropriateness

Introducing decentralized pasture governance in Kyrgyzstan: Designing implementation rules

“…The data finds boundary rule design to be a result of a pragmatic rational most appropriate but also consequential logic (March and Olsen, 2006). SLBs rule design acknowledges task perception, based on their agencies objectives, their own capacity and local level working conditions and the expected consequences of their action and build -at least in the case of municipality administrators -on their experience with similar tasks.…”

The use of ex-ante modelling tools in European Impact Assessment: What role does land use play?

“…They guide actors' choices where choices have uncertain effects. With regard to how institutions relate to the behaviour of actors (mode of action selection) March andOlson (1989, 2004) (in reference to Campbell and Stanley, 1963) distinguish between 'logic of appropriateness' 4 and 'logic of instrumentality or consequentiality'. 5 The mode of action selection has a decisive implication for the way modelling tools in policy assessment are selected.…”

“…We argue that their use is either the outcome of individual strategic choices oriented by the aim to maximise utility (logic of consequentiality), or it is the outcome of the prescriptions of the community within which IA develops (logic of appropriateness). In this paper we want to achieve greater communication between the two modes of action selection (March and Olson, 2004, p. 19; see also Rhodes, 1995;Hall and Taylor, 1996;Egeberg, 1998;Checkel, 2000;Risse, 2002;Jupille et al, 2003;March and Olson, 2004).…”

Project owners – Overlooked factors of uncertainty in the example of a water infrastructure improvement project?

“…Here is the focus on secondary and tertiary canals within WUAs. March and Olsen (2004) argue that human behavior depends on diversity of motivations, logic of appropriateness and different institutional settings. Project management is about managing people and ''understanding the nature of networking and relationship building, both with the project team and with other key stakeholders'' (PMI, 2001: 10).…”