YOUTH POLITICAL CULTURE IN POST REVOLUTION EGYPT AN IMPEDIMENT TO DEMOCRATIC TRANSITION AN EMPIRICAL STUDY

Journal Title: International Journal of Business and General Management - Year 2019, Vol 8, Issue 3

Abstract

When revolutions erupt in non-democratic societies, they don’t only pursue toppling and ouster of autocratic regimes and replacing them with democratic regimes, but to establish a participant political culture as well. In most of the Western democracies, revolutions paved the road for cultivating interactive political cultures which made democracy an accessible and a sustainable process. On the 25th of January/2011 Egypt witnessed a strong revolution which managed to remove three decades of despotism under Hosni Mubarak rule. Not only did President Hosni Mubarak who has ruled Egypt for a long time stepped down, yet the youth who were once considered as unequipped for change was hailed as the individuals who realized this change. When Mubarak stepped down an increasing political enthusiasm swept through Egypt; hopes and aspirations magnified to establish a participant political culture especially among the youth. Unfortunately, this wasn’t the case. Although, the youth in Egypt represented an active force which was able to tip the balance of power at the time of the revolution; however, their participation lacked coherence and organization because their activeness wasn’t oriented by participatory political culture during and after the revolution. Although some scholars argued that youth were intentionally marginalized; however, this paper argues that the youth doesn’t have a participant political culture that could empower their political role in post-revolution Egypt. This study uses the quantitative research method to assess the researcher’s argument.

Authors and Affiliations

Taha Kaseem

Keywords

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  • EP ID EP570130
  • DOI -
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How To Cite

Taha Kaseem (2019). YOUTH POLITICAL CULTURE IN POST REVOLUTION EGYPT AN IMPEDIMENT TO DEMOCRATIC TRANSITION AN EMPIRICAL STUDY. International Journal of Business and General Management, 8(3), 91-116. https://europub.co.uk/articles/-A-570130