Patrons, Clients, and Policies: Patterns of Democratic Accountability and Political Competition. Edited by Herbert Kitschelt, Steven I. Wilkinson New York: Cambridge University Press, 2007. 390 pp., $96.00 cloth (ISBN-13: 978-0-521-86505-0), $37.99 paper (ISBN-13: 978-0-521-69004-1). Patrons, Clients and Policies , by Herbert Kitschelt and Steven Wilkinson, is a noteworthy contribution to what has become a renewed scholarly interest in the subject of clientelism. In contrast to some classic studies of clientelism (Banfield 1958; Shefter 1977), Kitschelt, Wilkinson, and most of their contributors employ a rational choice approach to the subject. Politicians are seen as the agents of voters (the principals). Each actor, whether politician or voter, explicitly weighs the costs and benefits of targeted, material exchange against the costs and benefits of general government programs, from which it is difficult to exclude people who did not vote for the politicians (or parties) who arranged the program (p. 185). Politicians and the people who vote for them are accountable to each other. Hence, Kitschelt and Wilkinson give us, not an analysis of clientelism, but of “clientelistic accountability.” It “ represents a transaction, the direct exchange of a citizen's vote for direct payments or continuing access to employment, goods and services ” (p. 2, italics in the original). Ultimately, the rational choice approach leads to some controversial arguments, such as the claim that the clients in clientelist relations (the voters) freely and spontaneously choose to be in that relation with a particular patron. Patrons, Clients and Policies is dense, and readers may find it hard to figure out what, in the end, are the main points. Some chapters speak to each other; others do not, and sometimes the chapters contradict each other. Complicating the volume is the fact that the contributors are not just exploring clientelism; they are attempting to develop a theory of “clientelist accountability” within an overarching theory of democratic accountability. Yet, accountability, as they note, is a notoriously difficult concept to measure. Thus, many chapters discuss, as examples of clientelism, programs that others …
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