Now showing items 1-5 of 5

    • Development as Leadership-led Change 

      Andrews, Matthew R.; McConnell, Jesse; Wescott, Alison (John F. Kennedy School of Government, 2010)
      Development involves change, but many development initiatives produce unimpressive results. The authors ask why and consider how to close the gap between the intended change and what we actually see in the evidence. This ...
    • Escaping Capability Traps through Problem-Driven Iterative Adaptation (PDIA) 

      Andrews, Matthew R.; Pritchett, Lant; Woolcock, Michael J. (John F. Kennedy School of Government, Harvard University, 2012)
      Many reform initiatives in developing countries fail to achieve sustained improvements in performance because they are merely isomorphic mimicry—that is, governments and organizations pretend to reform by changing what ...
    • Governance Indicators Can Make Sense: Under-five Mortality Rates are an Example 

      Andrews, Matthew R.; Hay, Roger; Myers, Jerrett (John F. Kennedy School of Government, Harvard University, 2010)
      Governance indicators have come under fire in recent years, especially the World Governance Indicators (WGIs). Critics present these indicators as a-theoretical and biased. Critics of the critics counter that no better ...
    • How Far Have Public Financial Management Reforms Come in Africa? 

      Andrews, Matthew R. (John F. Kennedy School of Government, Harvard University, 2010)
      This paper asks how strong African Public Financial Management (PFM) has become, after a decade and more of reform. How well do African PFM systems in place now facilitate effective public financial management? Where are ...
    • Isomorphism and the Limits to African Public Financial Management Reform 

      Andrews, Matthew R. (2009)
      Many reform results fall below expectations in the development arena, especially in the public sector. Do the reforms just need more time to work better, or should we adjust our expectations? In addressing this question, ...