1 option
What Factors Predict How Public Sector Projects Perform? : A Review of the World Bank's Public Sector Management Portfolio / Blum, Jurgen Rene
World Bank Open Knowledge Repository (formerly "World Bank E-Library Publications") Available online
View online- Format:
- Book
- Government document
- Author/Creator:
- Blum, Jurgen Rene
- Series:
- Policy research working papers.
- World Bank e-Library.
- Language:
- English
- Subjects (All):
- Banks and Banking Reform.
- Communities & Human Settlements.
- Development Economics & Aid Effectiveness.
- Economic Development.
- Finance and Financial Sector Development.
- Housing & Human Habitats.
- Macroeconomics and Economic Growth.
- Political Economy.
- Poverty Monitoring & Analysis.
- Poverty Reduction.
- Public Administration.
- Public Sector Development.
- Public Sector Management.
- Public Sector Management and Reform.
- Public Sector Reform.
- Local Subjects:
- Banks and Banking Reform.
- Communities & Human Settlements.
- Development Economics & Aid Effectiveness.
- Economic Development.
- Finance and Financial Sector Development.
- Housing & Human Habitats.
- Macroeconomics and Economic Growth.
- Political Economy.
- Poverty Monitoring & Analysis.
- Poverty Reduction.
- Public Administration.
- Public Sector Development.
- Public Sector Management.
- Public Sector Management and Reform.
- Public Sector Reform.
- Physical Description:
- 1 online resource (59 pages)
- Other Title:
- What Factors Predict How Public Sector Projects Perform?
- Place of Publication:
- Washington, D.C., The World Bank, 2014
- System Details:
- data file
- Summary:
- This paper uses regression analysis to identify which country context, reform content, process, and project management variables predict the performance of public sector management projects, as measured by the Independent Evaluation Group's project outcome ratings. The paper draws on data from a large sample of World Bank public sector management projects that were approved between 1990 and 2013. It contributes to an emerging literature that uses cross-country regressions to analyze public sector management reform patterns. The findings suggest that political context factors have a greater impact on the performance of public sector management projects than on other projects. Specifically, public sector management projects perform better in countries with democratic regimes than autocratic ones. They fare better in the presence of programmatic political parties and in more aid-dependent countries. Project managers' subjective risk assessments predict performance in public sector management operations better than objective risk indicators. These findings suggest that the performance of public sector management projects would benefit from a better alignment of project design with political context and from a more open dialogue about risk between task team leaders and management.
The Penn Libraries is committed to describing library materials using current, accurate, and responsible language. If you discover outdated or inaccurate language, please fill out this feedback form to report it and suggest alternative language.