Navigation by judgment : why and when top down management of foreign aid doesn't work /

Saved in:
Bibliographic Details
Author / Creator:Honig, Dan, 1981- author.
Imprint:New York, NY : Oxford University Press, 2018.
Description:1 online resource : illustrations (black and white)
Language:English
Subject:
Format: E-Resource Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/11562749
Hidden Bibliographic Details
ISBN:9780190672485 (ebook) : No price
Notes:Previously issued in print: 2018.
Includes bibliographical references and index.
Description based on online resource; title from home page (viewed on February 28, 2018).
Summary: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.
Target Audience:Specialized.
Other form:Print version : 9780190672454

MARC

LEADER 00000nam a2200000 i 4500
001 11562749
006 m||||||||d||||||||
007 cr |||||||||||
008 180214s2018 nyua fob 001|0|eng|d
005 20241220171644.1
020 |a 9780190672485 (ebook) :  |c No price 
035 9 |a (OSO_EconomicsandFinance)EDZ0001844558 
035 |a (StDuBDS)EDZ0001844558 
040 |a StDuBDS  |b eng  |c StDuBDS  |e rda  |e pn 
050 0 |a HC60  |b .H6664 2018 
082 0 4 |a 338.91091724  |2 23 
100 1 |a Honig, Dan,  |d 1981-  |e author. 
245 1 0 |a Navigation by judgment :  |b why and when top down management of foreign aid doesn't work /  |c Dan Honig. 
264 1 |a New York, NY :  |b Oxford University Press,  |c 2018. 
300 |a 1 online resource :  |b illustrations (black and white) 
336 |a text  |b txt  |2 rdacontent 
336 |a still image  |b sti  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
500 |a Previously issued in print: 2018. 
504 |a Includes bibliographical references and index. 
520 8 |a 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. 
521 |a Specialized. 
588 |a Description based on online resource; title from home page (viewed on February 28, 2018). 
650 0 |a Economic assistance  |z Developing countries. 
650 0 |a Economic development projects  |z Developing countries  |x Management. 
776 0 8 |i Print version :  |z 9780190672454 
856 4 0 |3 Economics and Finance  |u https://dx.doi.org/10.1093/oso/9780190672454.001.0001  |y Oxford Scholarship Online 
901 |a YBPebook 
903 |a HeVa 
929 |a eresource 
999 f f |i 45ed00e9-c67e-5f59-8ff9-dd587d8399c7  |s 8bf6748e-7140-5f02-a6b7-87b08edb3728 
928 |t Library of Congress classification  |a HC60.H6664 2018  |l Online  |c UC-FullText  |u https://dx.doi.org/10.1093/oso/9780190672454.001.0001  |z Oxford Scholarship Online  |m Economics and Finance  |g ebooks  |e WEHO  |i 10909769