| Abstract: | This article discusses the Strategic Governance and Corruption Analysis (SGACA) introduced in 2007 by the Dutch Ministry of Foreign Affairs as a tool for political‐economy analysis of governance structures in aid‐receiving countries. It suggests an explanation of the paradox that SGACA was generally seen as a strong analytical instrument, yet was discarded within one 4‐year policy cycle. Drawing on the literature on policy innovations, it argues that there are three main causes of this demise: first, the collective‐action problems involved in getting innovations implemented in the apparatus of the Ministry of Foreign Affairs; second, the fact that the policy window opened for SGACA by the mid‐2000s did not stay open throughout the implementation process; and third, the bureaucratic politics played out in the environment in which SGACA had been developed. |
