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INTERNATIONAL DEVELOPMENT ORGANIZATIONS (2) answer(s).
 
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ID:   155502


Aiming at the wrong targets: the domestic consequences of international efforts to build institutions / Buntaine, Mark T ; Buch, Benjamin P; Parks, Bradley C   Journal Article
Parks, Bradley C Journal Article
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Summary/Abstract We explain why international development organizations have had so little success building and reforming public sector institutions in developing countries. They often fail despite their apparently strong commitment to achieving measurable results and extraordinary amounts of time, money, and effort. We demonstrate that, when donors and lenders make access to financing contingent upon achievement of performance targets, recipient countries tend to choose easy and shallow institutional targets. These targets measure the organization of public sector institutions, rather than their effectiveness at addressing public problems. Such targets provide countries with low-cost opportunities to signal commitment to institution-building to international development organizations. We demonstrate the explanatory and predictive power of our argument in the context of a sector of World Bank lending—environment and natural resource management—that focuses heavily on improving public sector institutions.
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2
ID:   151275


Portfolio similarity and international development aid / Schneider, Christina J ; Tobin, Jennifer L   Journal Article
Tobin, Jennifer L Journal Article
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Summary/Abstract How do governments distribute their foreign aid resources across international development organizations (IDO)? We argue that governments’ distributional choices across IDOs derive from their attempt to minimize the costs of delegation and to pursue their own interests in foreign aid policy. Governments make decisions about the allocation of resources across a large number of IDOs, and they delegate their scarce aid resources to IDOs that pursue development policies in line with their own foreign development interests. We use data on the financial contributions of 22 OECD governments to 12 IDOs from 1970 to 2008 to test our argument. We find strong support for our claims. Governments regularly contribute to a large number of IDOs, and they tend to delegate more resources to IDOs that provide higher levels of portfolio similarity. The findings suggest that governments can benefit from the increasing complexity of the system of international organizations. It allows them to minimize the loss of control they experience when delegating sovereignty to international organizations.
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