Looking Out, Looking in, Looking Ahead
Guidelines for Managing Development Programs
Bibliographic Data
| ID | 9964430 |
|---|---|
| Authors | Derick W Brinkerhoff (0000-0003-1866-924X, International Development Management Center, University of Maryland, USA., corresponding author) |
| Year | 1992 |
| Volume | 58 |
| Issue | 4 |
| Pages | 483-503 |
| Publication date | 1992-12-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/002085239205800401 |
| OpenAlex | W1998056876 |
| Language | EN |
| Citations received | 2 |
| References cited | 31 |
The theory and practice of public management in developing countries has been significantly shaped by the perspectives and practices of the international donor community. Donor funding has predominantly been packaged in the form of projects, whose output-production orientation emphasizes a short-term implementation perspective. Experience with projects, however, has shown them to be something of a mixed blessing for developing countries. Whil individual projects can effectively achieve specific targets if well designed and managed, the cumulative effect of promoting development in a project mode has led to some troubling side-effects; such as duplication of effort, “brain drain ” from the public administration, proliferation of semi-autonomous organizational units loosely attached to public sector entities, multiplication of administrative and financial systems, aggravation of ballooning recurrent cost burdens due to the cumulative impact of covering the costs of project-initiated operations once external funding ends, and inability to continue provision of goods and services following project completion
Business · Political science · Process management · Computer Science · Evaluation and Performance Assessment · International Development and Aid · Public-Private Partnership Projects
Citizenship and Service Delivery
Implementation Structures
Society and Bureaucracy in Contemporary Ghana
Organizational Change as a Development Strategy
Incentive myopia
The political economy of the ‘recurrent cost problem’ in the West African Sahel
Institutional destruction resulting from donor and project proliferation in Sub-Saharan African countries
Foreign aid and conditions precedent
Microcomputers in Development
Reaching the Peasant Farmer
Citizenship and Service Delivery
Managing economic reform
Making economic adjustment work
Strategic Organization for People-Centered Development
Community Organization and Rural Development
Reaching the Peasant Farmer
Administration and Development in Malaysia
Organizational Performance
| Citations per year | 0.07 |
|---|---|
| Citation span | 1999 - 2001 (3) |
| Highly cited | No |