High-quality implementation of foreign aid interventions sometimes requires employee use of contextual information that will be precluded by tight management control. Drawing from over 130 interviews and statistical analysis of a novel database of over 14,000 discrete development projects, Honig finds that top-down controls sometimes undermine development project success.
High-quality implementation of foreign aid interventions sometimes requires employee use of contextual information that will be precluded by tight management control. Drawing from over 130 interviews and statistical analysis of a novel database of over 14,000 discrete development projects, Honig finds that top-down controls sometimes undermine development project success.
Dan Honig is an Assistant Professor of International Development at the Johns Hopkins University School of Advanced International Studies (SAIS). His research focuses on the relationship between organizational structure, management practice, and performance in developing country governments and foreign aid agencies. Honig has held a variety of positions outside of the academy. He served as special assistant and an advisor to successive ministers of finance in Liberia; ran an NGO focused on youth entrepreneurship in agriculture in East Timor; and has worked for local and international organizations in a number of developing countries. A proud Michigander, he holds a BA from the University of Michigan and a Ph.D. from Harvard's Kennedy School.
Inhaltsangabe
* Preface * Acknowledgments * Part I: The What, Why, and When of Navigation by Judgment * Chapter 1. Introduction - The Management of Foreign Aid * Chapter 2. When to Let Go: The Costs and Benefits of Navigation by Judgment * Chapter 3. Agents - Who Does the Judging? * Chapter 4. Authorizing Environments and the Perils of Legitimacy Seeking * Part II: How Does Navigation by Judgment Fare in Practice? * Chapter 5. How to Know What Works Better, When: Data, Methods, and Empirical Operationalization * Chapter 6. Journey Without Maps - Environmental Unpredictability and Navigation Strategy * Chapter 7. Tailoring Management to Suit the Task - Project Verifiability and Navigation Strategy * Part III: Implications * Chapter 8. Delegation and Control Revisited * Chapter 9. Conclusion - Implications for the Aid Industry and Beyond * Appendix I: Data Collection * Appendix II: Additional Econometric Analysis * Bibliography
* Preface * Acknowledgments * Part I: The What, Why, and When of Navigation by Judgment * Chapter 1. Introduction - The Management of Foreign Aid * Chapter 2. When to Let Go: The Costs and Benefits of Navigation by Judgment * Chapter 3. Agents - Who Does the Judging? * Chapter 4. Authorizing Environments and the Perils of Legitimacy Seeking * Part II: How Does Navigation by Judgment Fare in Practice? * Chapter 5. How to Know What Works Better, When: Data, Methods, and Empirical Operationalization * Chapter 6. Journey Without Maps - Environmental Unpredictability and Navigation Strategy * Chapter 7. Tailoring Management to Suit the Task - Project Verifiability and Navigation Strategy * Part III: Implications * Chapter 8. Delegation and Control Revisited * Chapter 9. Conclusion - Implications for the Aid Industry and Beyond * Appendix I: Data Collection * Appendix II: Additional Econometric Analysis * Bibliography
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