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The 1997 Asian financial crisis hit the region and became a defining moment for Asia and the Asian Development Bank (ADB). As ADB participated in coordinated crisis responses, Asian policy makers used this opportunity to reassess their economic policies in a fundamental way. This volume presents how ADB met the challenges during the fourth decade of designing strategies to respond to rapid changes in the region following the Asian financial crisis, and responding to the changes in international development thinking. Several important policies and strategies were approved, including ADB's Poverty Reduction Strategy as well as ADB's first Long-Term Strategic Framework to 2015. ADB embarked on two major reorganizations (in 2002 and 2006) and committed to an internal reform agenda to be a more responsive, relevant, and results-oriented organization. ADB also took a proactive role in postconflict reconstruction in Afghanistan, Sri Lanka, Tajikistan, and Timor-Leste. ADB also needed to respond to a series of external shocks such as the severe acute respiratory syndrome epidemic in 2003, the Asian tsunami in 2004, and the Pakistan earthquake in 2005.
Learning in Development tells the story of independent evaluation in ADB from its early years to the expansion of activities under a broader mandate points up the application of knowledge management to sense making, and brings to light the contribution that knowledge audits can make to organizational learning. It identifies the 10 challenges that ADB must overcome to develop as a learning organization and specifies practicable next steps to conquer each. The messages of Learning in Development will echo outside ADB and appeal to the development community and people having interest in knowledge and learning.
This book is a history of the Asian Development Bank (ADB), a multilateral development bank established 50 years ago to serve Asia and the Pacific. Focusing on the region's economic development, the evolution of the international development agenda, and the story of ADB itself, this book raises several key questions: What are the outstanding features of regional development to which ADB had to respond? How has the bank grown and evolved in changing circumstances? How did ADB's successive leaders promote reforms while preserving continuity with the efforts of their predecessors? ADB has played an important role in the transformation of Asia and the Pacific over the past 50 years. As ADB continues to evolve and adapt to the region's changing development landscape, the experiences highlighted in this book can provide valuable insight on how best to serve Asia and the Pacific in the future.
This study assesses the achievement of the Asian Development Bank (ADB) in mainstreaming the Managing for Development Results agenda within ADB, with a view to track progress, identify lessons, and make recommendations for ensuring better development effectiveness of operations in the future.
Despite the diversity in income levels, languages, culture, resource endowments, and political systems, the countries of East Asia are more integrated now than they have ever been. Goods, money, and ideas are being traded across the region. East Asia is redefining itself from a collection of disparate nations that looked mainly to markets in the west, to a more self-reliant, innovative, and networked region. Countries in this region are strengthening ties with each other and seeking more strategic partnerships with the rest of the world. 'East Asian Visions' is a collection of essays that convey, firsthand, how some of the most influential thinkers in East Asia view these challenges. The writers are eminent policy makers, statesmen, and scholars. They write about how competition with the west has bred success; how crises in the region have provoked introspection; and how the rise of China is catalyzing change.
This evaluation assesses the IMF’s response to the global financial and economic crisis, focusing on the period September 2008 through 2013. It assesses the IMF’s actions to help contain the crisis and navigate a global recovery, assist individual economies to cope with the impact of the crisis, and identify and warn about future risks.
With the rise of the knowledge for development paradigm, expert advice has become a prime instrument of foreign aid. At the same time, it has been object of repeated criticism: the chronic failure of technical assistance a notion under which advice is commonly subsumed has been documented in a host of studies. Nonetheless, international organisations continue to send advisors, promising to increase the effectiveness of expert support if their technocratic recommendations are taken up. This book reveals fundamental problems of expert advice in the context of aid that concern issues of power and legitimacy rather than merely flaws of implementation. Based on empirical evidence from South Africa and Tanzania, the authors show that aid-related advisory processes are inevitably obstructed by colliding interests, political pressures and hierarchical relations that impede knowledge transfer and mutual learning. As a result, recipient governments find themselves caught in a perpetual cycle of dependency, continuously advised by experts who convey the shifting paradigms and agendas of their respective donor governments. For young democracies, the persistent presence of external actors is hazardous: ultimately, it poses a threat to the legitimacy of their governments if their policy-making becomes more responsive to foreign demands than to the preferences and needs of their citizens.