George Larbi
Biographic Data
| ID | 5817912 |
|---|---|
| NAME | George Larbi |
| GIVEN NAMES | George |
| FAMILY NAME | Larbi |
| SIGNATURE | LARBI G |
| AFFILIATIONS | University of Birmingham |
| VERIFIED | No |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 3 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2001 |
| LATEST PUBLICATION YEAR | 2005 |
| H-INDEX | 1 |
Capam Symposium on Networked Government
This article examines the introduction of decentralized management structures in public health and water services in two developing countries — Ghana and Zimbabwe. It explores how task networks, organizational interdependence and institutional environment factors may enable or disable organizational autonomy and influence performance. It argues that decentralized organizations work within a task network of other public sector organizations and in…
The Changing Role of Government
Over the last two decades there has been a strong emphasis on reducing the role of government and on reforming traditional public sector bureaucracies. The new conventional view has become that, where possible, services should not be provided directly by government but be contracted out or privatized. Where this is not possible, the predominant view has been that the public sector itself should change by setting up semi-autonomous agencies and by…
Decentralizing Organizational Arrangements for Service Delivery
The key assumption that underlined the study was that organizational and management reforms in the four sectors studied were pushed by the new public management-type reform agenda reviewed in Chapter 2. These reforms tend to ignore the specificities of sectors and the institutional contexts of poor countries often characterized by state dominance, weak market institutions, fiscal crisis, poor incentives and political sensitivities. This chapter w…
Assessing Infrastructure for Managing Ethics in the Public Service in Ethiopia
Capam Symposium on Networked Government
This article examines the introduction of decentralized management structures in public health and water services in two developing countries — Ghana and Zimbabwe. It explores how task networks, organizational interdependence and institutional environment factors may enable or disable organizational autonomy and influence performance. It argues that decentralized organizations work within a task network of other public sector organizations and in…
Assessing Infrastructure for Managing Ethics in the Public Service in Ethiopia
Assessing Infrastructure for Managing Ethics in the Public Service in Ethiopia
The Changing Role of Government
Over the last two decades there has been a strong emphasis on reducing the role of government and on reforming traditional public sector bureaucracies. The new conventional view has become that, where possible, services should not be provided directly by government but be contracted out or privatized. Where this is not possible, the predominant view has been that the public sector itself should change by setting up semi-autonomous agencies and by…
Decentralizing Organizational Arrangements for Service Delivery
The key assumption that underlined the study was that organizational and management reforms in the four sectors studied were pushed by the new public management-type reform agenda reviewed in Chapter 2. These reforms tend to ignore the specificities of sectors and the institutional contexts of poor countries often characterized by state dominance, weak market institutions, fiscal crisis, poor incentives and political sensitivities. This chapter w…
Capam Symposium on Networked Government
This article examines the introduction of decentralized management structures in public health and water services in two developing countries — Ghana and Zimbabwe. It explores how task networks, organizational interdependence and institutional environment factors may enable or disable organizational autonomy and influence performance. It argues that decentralized organizations work within a task network of other public sector organizations and in…
Political science (4 works) · Business (3 works) · Marketing (3 works) · Public Administration (3 works) · Public relations (3 works) · Public-Private Partnership Projects (3 works) · Economics (2 works) · Marketing (2 works) · Politics (2 works) · Public Administration (2 works)