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Results-based management: friend or foe?

dc.contributor.authorHatton, Michael J*
dc.contributor.authorSchroeder, Kent*
dc.contributor.editorEade, Deborahen
dc.date.accessioned2011-05-24T09:59:08Zen
dc.date.available2011-05-24T09:59:08Zen
dc.date.issued2007-06-01en
dc.identifier.issn0961-4524en
dc.identifier.doi10.1080/09614520701337160en
dc.identifier.urihttp://hdl.handle.net/10546/130868en
dc.descriptionResults-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>en
dc.format.extent7en
dc.format.mimetypePDFen
dc.language.isoEnglishen
dc.publisherOxfam GBen
dc.publisherRoutledgeen
dc.relation.urlhttp://policy-practice.oxfam.org.uk/publications/results-based-management-friend-or-foe-130868
dc.subjectApproach and methodology
dc.titleResults-based management: friend or foe?en
dc.typeJournal articleen
dc.identifier.eissn1364-9213en
dc.identifier.journalDevelopment in Practiceen
oxfam.signoff.statusFor public use – can be shared outside Oxfamen
oxfam.subject.keywordMonitoring and evaluation
oxfam.subject.keywordM&E
oxfam.subject.keywordDevelopment methods
oxfam.subject.keywordDevelopment in Practice Journal
oxfam.subject.keywordDiP
prism.number3en
prism.volume17en


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