The Matrix System at Work - Independent Evaluation Group - World ...

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References Barnett, Michael N. and Martha Finnemore. 1999. “The Politics, Power, and Pathologies of International Organizations.” International Organization 53 (4): 699-732. _____. 2004. Rules for the World: International Organizations in Global Politics. Ithaca: Cornell University Press. Birdsall, Nancy and Devesh Kapur, eds. 2006. Rescuing the World Bank. Washington, DC: Brookings Press. de Bono, Edward. 1967. The Use of Lateral Thinking. London: Jonathan Cape, 1967. _____. 1969. New Think: The Use of Lateral Thinking in the Generation of New Ideas. New York: Basic Books. Easterly, William. 2001. The Elusive Quest for Growth: Economists' Adventures and Misadventures in the Tropics. Cambridge, Massachusetts: MIT Press. _____. 2002. “The Cartel of Good Intentions: The Problem of Bureaucracy in Foreign Aid.” Journal of Policy Reform 5 (4):223-50. Einhorn, Jessica. 2006. “Reforming the World Bank,” Foreign Affairs 84 (1):18 Galbraith, Jay R. 2009. Designing Matrix Organizations That Actually Work: How IBM, Procter & Gamble, and Others Design for Success. San Francisco: Jossey-Bass. Gottlieb, Marvin R. 2007. The Matrix Organization Reloaded: Adventures in Team and Project Management. Westport, Conn.: Praeger Publishers. Gutner, Tamar. 2005a. “Explaining the Gaps between Mandate and Performance: Agency Theory and World Bank Environmental Reform.” Global Environmental Politics 5 (2): 10-37. _____. 2005b. “World Bank Environmental Reform: Revisiting Lessons from Agency Theory.” International Organization 59 (3): 773-83. Hobbs, Nathaniel. 2005. “Corruption in the World Bank Financed Projects: Why Bribery is a Tolerated Anathema.” DESTIN Working Paper No. 05-65. London School of Economics. http://www.lse.ac.uk/collections/DESTIN/workingPapers.htm Hofstede, G. 1991. Cultures and Organizations: Software of the Mind. London: McGraw-Hill. IEG (Independent Evaluation Group). 2008a. Using Knowledge to Improve Development Effectiveness: An Evaluation of World Bank Economic and Sector Work and Technical Assistance, 2000-2006. Washington, DC: World Bank. _____. 2008b. Environmental Sustainability: An Evaluation of World Bank Group Support. Washington, DC: World Bank ._____. 2009a. Annual Review of Development Effectiveness: Achieving Sustainable Development. Washington, DC: World Bank. _____. 2009b. Climate Change and the World Bank Group Phase I: An Evaluation of World Bank Win-Win Energy Policy Reform. Washington, DC: World Bank. _____. 2009c. Improving Effectiveness and Outcomes for the Poor in Health, Nutrition, and Population: An Evaluation of World Bank Group Support Since 1997. Washington, DC: World Bank. 235
REFERENCES _____. 2010a. Growth and Productivity in Agriculture and Agribusiness: Evaluative Lessons from World Bank Group Experience. Washington, DC: World Bank. _____. 2010b. Gender and Development: An Evaluation of World Bank Support, 2002-08. Washington, DC: World Bank. _____. 2010c. Safeguards and Sustainability Policies in a Changing World: An Independent Evaluation of World Bank Group Experience. Washington, DC: World Bank. _____. 2010d. The World Bank Group’s Response to the Global Economic Crisis: Phase I. Washington, DC: World Bank. _____. 2010e. Poverty Reduction Support Credits: An Evaluation of World Bank Support. Washington, DC: World Bank. _____. 2011a. Trust Fund Support for Development. Washington, DC: World Bank. _____. 2011b. Social Safety Nets: An Evaluation of World Bank Support, 2000-10. Washington, DC: World Bank. _____. 2011c. Governance and Anticorruption: Evaluation of World Bank Support, 2002-08. Washington, DC: World Bank. _____. 2012. World Bank Group Impact Evaluations: Relevance and Effectiveness. Washington, DC: World Bank, forthcoming Kapur, Devesh. 2002. “The Changing Anatomy of Governance of the World Bank.” In Reinventing the World Bank, ed. Jonathan R. Pincus and Jeffrey A. Winters. Ithaca: Cornell University Press, pp. 63–67. Lusthaus, Charles, Marie-Helene Adrien, Gary Anderson, and Fred Carden. 1999. Enhancing Organizational Performance: A Toolbox for Self-Assessment. Ottawa: International Development Research Centre. Mallaby, Sebastian. 2004. The World's Banker: A Story of Failed States, Financial Crises, and the Wealth and Poverty of Nations. New York: Penguin Press. _____. 2005. “Saving the World Bank.” Foreign Affairs 84 (3): 75-85. Nielson, Daniel, Michael J. Tierney, and Catherine Weaver. 2006. "Bridging the Rationalist- Constructivist Divide: Re-Engineering the Culture of the World Bank." Journal of International Relations and Development 9 (2):107-39. Oakerson, Ronald J. 1989. “Governance Structures for Enhancing Accountability and Responsiveness.” In Handbook of Public Administration, ed. James L. Perry. San Francisco: Jossey-Bass Phillips, David A. 2009. Reforming the World Bank: Twenty Years of Trial and Error. New York: New York University Press. Pincus, Jonathan and Jeffrey Winters, eds., 2002. Reinventing the World Bank. Ithaca, NY: Cornell University Press. Ravallion, Martin. 2001. “Knowledgeable Bankers? The Demand for Research in World Bank Operations.” Washington, DC: World Bank Development Economic Group, Policy Research Working Paper 5892. Stone, Diane and Christopher Wright, eds. 2007. The World Bank and Governance: A Decade of Reform and Reaction. New York: Routledge. Stiglitz, Joseph E. 2002. Globalization and Its Discontents. New York: W.W. Norton. 236
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The Matrix System at Work An Evalua
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©2012 Independent Evaluation Group
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Costs of Country and Sector Strateg
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Table 3.6. Total Cross-Support Sold
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Abbreviations AAA AFR ARDE ARPP BET
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Glossary Term Anchor sector directo
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GLOSSARY Practice managers (PM) Reg
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Overview The Matrix System at Work
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OVERVIEW rather than on the 1997 ma
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OVERVIEW satisfactory or better in
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OVERVIEW toward capacity building a
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OVERVIEW Innovation in the field is
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OVERVIEW Figure D. Outcomes of Bank
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OVERVIEW modernization in the corpo
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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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MANAGEMENT RESPONSE that reach far
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CHAPTER 1 INTRODUCTION AND CONTEXT
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2. The Strategic Alignment of Secto
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CHAPTER 2 THE STRATEGIC ALIGNMENT O
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CHAPTER 3 THE PROMISE OF A KNOWLEDG
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CHAPTER 4 DELIVERING QUALITY SERVIC
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CHAPTER 5 INSTITUTIONAL ISSUES AND
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6. Conclusions and Recommendations
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Appendix A Matrix Management and Or
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APPENDIX A MATRIX MANAGEMENT AND OR
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SECONDARY ANALYSIS OF CASCR REVIEWS
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APPENDIX B EVALUATION METHODOLOGY a
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APPENDIX C RESPONSIVENESS AND EFFEC
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APPENDIX D EXPERIENCE IN THE TRENCH
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Appendix E Key Findings from Sector
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APPENDIX E KEY FINDINGS FROM SECTOR
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Table E.1. Country Directors and Ma
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# Other Questions Q # 7 APPENDIX E
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Appendix G Comparison of the Six Re
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APPENDIX G PROFILES OF THE BANK’S
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Page 278 and 279: REFERENCES Sy, Thomas and Laura Sue
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