Purpose: This study tests the recently advanced ‘collaborative model’ of political-bureaucratic relations in the case of Rwanda. This model has been at the root of many developmental success...Show morePurpose: This study tests the recently advanced ‘collaborative model’ of political-bureaucratic relations in the case of Rwanda. This model has been at the root of many developmental success stories, yet this the first study to empirically test this model post-formulation. Thus, this study ascertains the model’s presence and functioning, and observes how it manifests itself in one of Africa’s most rapidly developing countries. Methodology: This case study uses a theory-testing process-tracing method to examine the presence and functioning of the theorised model in empirical reality. Data is retrieved from government documents, books, third party reports, previous academic works and selected news articles. Findings: The collaborative model is deemed to be present in the case. Rwanda’s elites are committed to development and have gone to great lengths to create a capable state. Yet this study finds that bureaucratic autonomy, a vital feature of the model, is often limited. The country’s central economic ministry, which plays a key role in development and the Rwandan policy process, is a key exception. Implications: This study argues that the collaborative model of political-bureaucratic relations is a useful tool in understanding developing country governance. Areas for refinement of the model include bureaucratic autonomy and the dimension that aid brings to the African context if the model is to be of value in this context. Contribution: This study adds to a rapidly growing body of public administration literature focused on the developing country context, as well as the extensive bodies of literature concerning political-bureaucratic relations and Rwanda’s governance and development.Show less
