Search

This case study of Malian technology implementation questions the historic patron-client approach of international development planning and deployment of aid and assistance to least developed countries while addressing the added challenges that globalization brings. Using a systems lens and analogy, a conceptual model is built from a literature review and a multi-method case study. As knowledge systems and creative economies encourage a rising middle class, the decision making, power, and financial benefits need to rest with entrepreneurs and originators of knowledge. Recognizing participants' roles in the process helps each to understand the system and clarify differing viewpoints. A multi-method, user-centered approach was employed to assess how participants make the most of Malian telecentre resources to meet needs, connect with others, and achieve goals. Findings indicate while Malians as empowered change agents are impacted by deployments such as telecentres, they also affect and impact telecentres and create unanticipated new knowledge. Further, the study reveals the importance of recognizing the needed skills and identifying actors to promote successful community growth and adaptation. Although results indicate no direct correlation between technology use and wellbeing unless directly demonstrated, the use of the telecentre to connect with others was important to respondents. The research suggests a U-centric model, an alternative model for cooperative change that is cyclical, encourages ongoing evaluation, and effectively uses local resources. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]