This paper uses the growing volume of scholarly work on ‘water and politics ’ to conceptually and methodologically frame an approach to the social analysis of water resources management. This paper sets out the thrust and focus of such a ‘political sociology of water resources management’. The framing draws theoretical insights from sociology, development studies, and, obviously, water resources studies. The main theoretical inputs are: a) critical realism as the general ontological and epistemological foundation (Bhaskar, 1989; Sayer, 1984); b) sociological theory on structure-agency dynamics (Giddens, 1984; Archer, 1995) and the notion of public sociology (Burawoy, 2005a); development studies ’ understanding of the different meanings of ‘development ’ (Thomas, 2000); d) theory on politics and social power (Kerkvliet, 1990; Lukes, 2005); and e) my own reading of the water resources literature through the lens of the boundary concept of ‘water control’. The structure of the paper is as follows. Section 1 explains where the attempt at defining a field of water resources management studies in this particular way comes from. The section situates the field in relation to development sociology as the intersection of sociology and development studies; discusses how the notions of discipline and scientific community help to understand the field’s characteristics; and briefly presents my own intellectual trajectory as part of this account. Section 2 discusses the object of a political sociology of water resources management. That discussion has four

World trade, including especially a big part of the world’s energy resources, has to pass certain “choke points ” between areas of production and their final destination. One of these “choke points ” is the Straits of Malacca, the sea passage connecting the China Sea with the Indian Ocean. As the Strait is only 1.5 nautical miles (2.8 km) wide at its narrowest point, the

In 1996, the Ghanaian government has started a water reform process, which put the countries water resources under the control of the Water Resources Commission (WRC). This appointed commission consists of representatives of water providers, statutory regulatory agencies, irrigation officials, NGOs, women and traditional authorities. This commission has been assigned the task to ensure the economically efficient, ecologically sustainable, socially equitable and gender sensitive development of the country’s water resources. Using patterns of resource management in the irrigation sector of northern Ghana as example, this article shows that serious obstacles towards the local implementation of the water reform exist. Currently the management and allocation of resources is largely disobeying the regulations, rules and laws set out by various official agencies. Competing local authorities and institutions, lacking legitimacy and enforceability of official rules, as well as corruption, nepotism and political clientelism make resource management prone to conflicts, contestations and renegotiations. Non-transparent and irresponsible resource management compromises the efficiency, sustainability and equity of the irrigation sector. As the WRC lacks the competencies and resources to manage water resources at the local level, but has to rely on already existing structures the prospects for the implementation the water reform remains therefore questionable. 4 1.

The theory of strategic groups assumes that strategic groups are built when new resources become available as a result of social change. This paper examines the extent to which the process of globalization creates new chances for the acquisition of resources, which also leads to the creation of global strategic groups. Knowledge is identified as one of such strategic resources that makes it possible for strategic groups to be formed. This paper attempts to prove how experts, in particular development experts, form such a strategic group which applies knowledge gained from experience and action strategies to obtain resources for themselves and for their projects4 1. Globalization of Strategic Groups The main elements of the theory of strategic groups have already been established and used in several studies. There has also been a critical discussion of the theory. This discussion has, however, been rather argumentative and based less on the result of empirical research work conducted (Neelsen 1988; Berner 2001). According to the original theory, any time resources within a society become available as a result of a power vacuum or through technological progress, organizational change or a change in the geopolitical structures, there is the

The production, dissemination and utilisation of knowledge are essential for development and the introduction of information and communication technology (ICT) is a precondition for developing a knowledge society. Countries, regions and populations are, however, divided, in terms of access to ICT.

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With globalisation and knowledge-based production, firms may cooperate on a global scale, outsource parts of their administrative or productive units and negate location altogether. The extremely low transaction costs of data, information and knowledge seem to invalidate the theory of agglomeration and the spatial clustering of firms, going back to the classical work by Alfred Weber (1868-1958) and Alfred Marshall (1842-1924), who emphasized the microeconomic benefits of industrial collocation. This paper will argue against this view and show why the growth of knowledge societies will rather increase than decrease the relevance of location by creating knowledge clusters and knowledge hubs. A knowledge cluster is a local innovation system organized around universities, research institutions and firms which intend to drive innovations and create new industries. Knowledge hubs are localities with a knowledge architecture of high internal and external networking and knowledge sharing capabilities. Countries or regions form an epistemic landscape of knowledge assets, structured by knowledge hubs, knowledge gaps and areas of high or low knowledge intensity. The paper will focus on the internal dynamics of knowledge clusters and knowledge hubs and show why clustering takes place despite globalisation and the rapid growth of ICT. The basic argument that firms and their delivery chains attempt to reduce transport (transaction) costs by choosing the same location is still valid for most

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