Reviving the Bank and Fund

Abstract The missions of both the Bank and the Fund have changed greatly since the early years. And the client base has changed greatly. It is time to change procedures to match the rhetoric about governance, corruption, and ownership to incentives that help to bring about these results. The paper o...
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Gespeichert in:

Autor*in:	Meltzer, Allan H. [verfasserIn]

Format:	Artikel
Sprache:	Englisch

Erschienen:	2006

Schlagwörter:	IMF World Bank Reforms

Anmerkung:	© Springer Science + Business Media, Inc. 2006

Übergeordnetes Werk:	Enthalten in: The review of international organizations - Kluwer Academic Publishers, 2006, 1(2006), 1 vom: März, Seite 49-59
Übergeordnetes Werk:	volume:1 ; year:2006 ; number:1 ; month:03 ; pages:49-59

Links:	Volltext

DOI / URN:	10.1007/s11558-006-6608-y

Katalog-ID:	OLC2055462687

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abstract	Abstract The missions of both the Bank and the Fund have changed greatly since the early years. And the client base has changed greatly. It is time to change procedures to match the rhetoric about governance, corruption, and ownership to incentives that help to bring about these results. The paper offers some suggestions for shifting from the command and control arrangements to systems that encourage local officials to reform. © Springer Science + Business Media, Inc. 2006
abstractGer	Abstract The missions of both the Bank and the Fund have changed greatly since the early years. And the client base has changed greatly. It is time to change procedures to match the rhetoric about governance, corruption, and ownership to incentives that help to bring about these results. The paper offers some suggestions for shifting from the command and control arrangements to systems that encourage local officials to reform. © Springer Science + Business Media, Inc. 2006
abstract_unstemmed	Abstract The missions of both the Bank and the Fund have changed greatly since the early years. And the client base has changed greatly. It is time to change procedures to match the rhetoric about governance, corruption, and ownership to incentives that help to bring about these results. The paper offers some suggestions for shifting from the command and control arrangements to systems that encourage local officials to reform. © Springer Science + Business Media, Inc. 2006
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