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    Results-based management: friend or foe?

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    Author(s)
    Hatton, Michael J
    Schroeder, Kent
    Editor(s)
    Eade, Deborah
    Publication date
    2007-06-01
    Subject
    Approach and methodology
    Keywords
    Monitoring and evaluation
    M&E
    Development methods
    Development in Practice Journal
    DiP
    
    Metadata
    Show full item record
    Publisher(s)
    Oxfam GB
    Routledge
    Journal
    Development in Practice
    URI
    http://hdl.handle.net/10546/130868
    DOI
    10.1080/09614520701337160
    Document type
    Journal article
    Language
    English
    Description
    Results-based management (RBM) is well entrenched as a management tool for international development practice. Yet after a decade of its use, many development practitioners view RBM in a negative light, considering it to be a donor requirement that diverts time, energy, and resources away from actually doing development work. This article provides some broad reflections on RBM from a distinctive vantage point: the perspective of the project (or programme) evaluator. The article reflects on challenges associated with RBM and draws from these reflections a number of suggested strategies to improve its use. It concludes that development practitioners need to be more aggressive in implementing RBM.<p>This article is hosted by our co-publisher Taylor & Francis.</p>
    Pages
    7
    ISSN
    0961-4524
    EISSN
    1364-9213
    ae974a485f413a2113503eed53cd6c53
    10.1080/09614520701337160
    Scopus Count
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