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Navigation by Judgment: Why and When Top Down Management of Foreign Aid Doesn't Work

Dan Honig

Abstract

When should foreign aid organizations empower actors on the front lines of delivery to rely on their judgment to guide aid interventions, and when should distant headquarters lead? Understanding how best to manage the implementation of aid projects matters both for aid effectiveness and for what it tells us about the more general tension between central versus field worker control in organizations.

Keywords: foreign aid, international organizations, international development, bureaucratic politics, principal-agent models, organizational behavior, autonomy, flexibility, aid effectiveness

Bibliographic Information

Print publication date: 2018 Print ISBN-13: 9780190672454
Published to Oxford Scholarship Online: March 2018 DOI:10.1093/oso/9780190672454.001.0001

Authors

Affiliations are at time of print publication.

Dan Honig, author
Assistant Professor of International Development, School of Advanced International Studies, Johns Hopkins University

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