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In: Public administration and development: the international journal of management research and practice, Band 38, Heft 3, S. 120-129
ISSN: 1099-162X
SummaryThis paper argues that recent developments in practice and theory provide a more promising basis for public service reform in developing countries than we have had since at least the turn of the century. There have been significant instances of large‐scale reform success, such as Nepal's Public Service Commission and Malaysia's delivery unit, Pemandu, and also "pockets of effectiveness" in individual agencies in many countries. They contribute to a more fruitful and diverse repertoire of reform approaches than generally realized. Policymakers can draw on all those instances and types of reform, together with relevant rich country experiences, as they improvise and tailor responses to their always unique reform problems. Proceeding in this way helps reformers to expand the "reform space" available within the political economy. Donors can help reformers if they facilitate reform in the spirit of the Busan Partnership rather than impose their preferred models. In short, the new direction which this paper identifies can be stated as creative problem solving by local actors facilitated by sympathetic donors, building on examples of reform success and drawing on a repertoire of poor and rich country reform approaches.
In: Development Policy Review, Band 36, S. O748-O768
SSRN
In: Development Policy Review, Band 36, Heft 6, S. 649-668
SSRN
In: World Bank Policy Research Working Paper No. 6428
SSRN
Working paper
In: World development: the multi-disciplinary international journal devoted to the study and promotion of world development, Band 40, Heft 11, S. 2329-2341
In: Public management review, Band 10, Heft 4, S. 467-480
ISSN: 1471-9037
In: Public management review, Band 10, Heft 4, S. 467-479
ISSN: 1471-9045
In: Journal of international development: the journal of the Development Studies Association, Band 19, Heft 3, S. 429-442
ISSN: 1099-1328
AbstractThis article starts from a crux in Alan Thomas's model of development management: that values‐based development management may require the coercion of employees whose values are different. It uses a case study of Sri Lanka's attempt to inculcate the value of impartiality in staffing, focusing on the restoration of the independence of the Service Commissions. The article concludes that values‐based management is likeliest to succeed in the public sector, whose democratic legitimacy allows politicians to impose values in the form of behavioural norms. Ironically, such management is more complicated in the NGO sector, whose uncertain legitimacy means that managers must negotiate values with staff who may have competing values of their own. Copyright © 2007 John Wiley & Sons, Ltd.
In: Public administration: an international quarterly, Band 82, Heft 2, S. 530-532
ISSN: 0033-3298
In: World development: the multi-disciplinary international journal devoted to the study and promotion of world development, Band 31, Heft 6, S. 1015-1031
In: World development: the multi-disciplinary international journal devoted to the study and promotion of world development, Band 31, Heft 6, S. 1015-1031
ISSN: 0305-750X
World Affairs Online
In: Public management review, Band 3, Heft 3, S. 325-343
ISSN: 1471-9045
In: Public administration and development: the international journal of management research and practice, Band 21, Heft 3, S. 274-275
ISSN: 1099-162X
In: International journal of human resource management, Band 12, Heft 1, S. 56-75
ISSN: 1466-4399