Policy diffusion and performance-based budgeting
By: Clark, Cal.
Contributor(s): Menifield, Charles E. and Stewart, LaShonda M.
Material type:
BookPublisher: 2018Description: p.528-534.Subject(s): Budget | Performance budgeting
In:
International Journal of Public AdministrationSummary: This article applied the policy diffusion model as a theoretical framework for interpreting the international spread of performance-based budgeting, based upon 33 OECD case studies of countries that have implemented this reform. The data show that the historical development of performance-based budgeting was fairly consistent with the diffusion model. In particular, the adoption of performance budgeting took off during 1985�1995 and then accelerated over the following 15�years, and the primary innovators were a group of four English-speaking countries with comparatively�laissez-faire�economies (the United States, Canada, Australia, and New Zealand). The case studies indicated that performance-based budgeting was generally part of a broader program of governmental reform, that executive agencies were more important than parliaments in managing it, that it became quite important in budget- and policy-making, and that implementing it faced a significant number of challenges. - Reproduced.
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Articles
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Indian Institute of Public Administration | 41(7), May, 2018: p.528-534. | Available | AR118686 |
May
This article applied the policy diffusion model as a theoretical framework for interpreting the international spread of performance-based budgeting, based upon 33 OECD case studies of countries that have implemented this reform. The data show that the historical development of performance-based budgeting was fairly consistent with the diffusion model. In particular, the adoption of performance budgeting took off during 1985�1995 and then accelerated over the following 15�years, and the primary innovators were a group of four English-speaking countries with comparatively�laissez-faire�economies (the United States, Canada, Australia, and New Zealand). The case studies indicated that performance-based budgeting was generally part of a broader program of governmental reform, that executive agencies were more important than parliaments in managing it, that it became quite important in budget- and policy-making, and that implementing it faced a significant number of challenges. - Reproduced.
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