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佐藤栄作 受賞論文集

第25回最優秀賞Robinson and Parsons point to goodFigure 3. Source: Gallup News Service, 2006governance as an explanation forBotswana’s success 92 . Botswana’sgovernment is characterized by verylow levels of patrimonialism andcorruption, and the state apparatushas efficiently implemented economicplans and policies. For instance,revenues from the diamond industrywere maximized and exploited byreinvesting the benefits in socially efficient ways 93 . According to a 2006 Gallop poll (seeFigure 3), respondents expressed a relatively high level of confidence toward theircountry’s social and political institutions.Facing dominance from the West in the 19 thcentury, Botswana’s local leaders attemptedto modernize autonomously so as to prevent Western settlers from takingover their lands and peoples. In order to do so, they had to employ sufficient amountsof their indigenous elites to maintain the consensus of their population. This process ofso-called defensive modernization led to the development of a political structure thatlimited the power of individual leaders and integrated other groups than the dominantTswana into the state structure 94 . In particular, the tribal tradition called‘kgotla’hasbeen influential. As former president Mogae (1998-2008) stated:‘We realized that someof the modern democratic institutions are versions of our kgotla system’95 . The kgotlawere public forums at which the village chief would consult with local villagers whohave the right to express their views and concerns 96 .92Rheault,M.“Stability,GoodGovernanceBoostConfidenceinBotswana”.GallupNewsService,2007.93 Robinson, J.A. and Parsons, Q.N.“State Formation and Governance in Botswana”. Journal of African Economies,Vol.15, 2006, p.103-106.94Ibid.,pp.117-120.95 The World Bank Group.“Building Good Governance from Local Traditions: Botswana’s Former President onDiamonds and the Fight against Corruption”. The World Bank Group, 2008.96 Ibid.661