Date of Conferral





Public Policy and Administration


David Branson


The government of Laos has carried out regressive organizational changes in its electric power sector including deregulation, decentralization, and devolution. As governmental agencies attempt to improve their organization, little is understood about the impact these changes have on the electric sector. Using Burke's organization change theory as the foundation, the purpose of this qualitative study was to explain the impact of organizational change on rural electrification in the Champassak Province, Laos. Data were collected through semistructured interviews with 20 participants representing governmental agencies, private entities, and nongovernmental organizations. Data were also collected through observation of a public consultative meeting and reviewing of publicly available documents, both of which were related to electrification. Data were inductively coded and analyzed using a thematic procedure. According to the study findings, organizational change helped expand electrification at the early stage. However, shortcomings such as setting onerous tax rates and promulgating convoluted laws by the public sector have caused static growth in both the trend of project finance and electrification recently. The positive social change implications stemming from this study include recommendations to local policy makers and legislators to tailor the fiscal policy and statutes, which may support wider electrification efforts in the Champassak Province.