nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2014‒07‒21
seven papers chosen by
Arvi Kuura
Parnu College - Tartu University

  1. Inducing Leaders to Take Risky Decisions: Dismissal, Tenure, and Term Limits By Philippe Aghion; Matthew Jackson
  2. Stakeholder Engagement in Preparing Investment Plans for the Climate Investment Funds: Case Studies from Asia - Second Edition By Asian Development Bank (ADB); ; ;
  3. Can aid bureaucracies think politically? The administrative challenges of political economy analysis in DFID and the World Bank By Pablo Yanguas; David Hulme
  4. Horizon 2020 e COSME: ricerca, innovazione, competitività e accesso al credito per il rilancio dell’industria e delle PMI By Andrea Sartori
  5. Public-Private Collaboration for Productive Development Policies in Colombia By Marcela Eslava; Marcela Meléndez; Guillermo Perry
  6. Multinational’s global open innovation activities in emerging markets: A case of Japanese firms’collaborations with national research institutes in Thailand By Motohashi, Kazuyuki
  7. Модернизация в мезоэкономическом контексте By Mosalev, Anton

  1. By: Philippe Aghion; Matthew Jackson
    Abstract: In this paper we analyze the problem of whether and/or when to replace a leader (agent) when no monetary rewards are available, and it is the leader's competence rather than effort that is being evaluated. The only decisions that the leader takes over time are whether to undertake risky but potentially high payoff projects, the choice of which can reveal the leader's competency. If the value of foregone projects are observed, then the probability that a leader is replaced is bell-shaped and saw-toothed over time. If the value of foregone projects are not observed, and the leader's competency is only indirectly inferrable through the success or failure of projects that the leader undertakes, then the incentives of the leader depend on the replacement strategy. If the principal can commit to a replacement strategy in advance, then we show that (approximately) optimal mechanisms either involve a probationary period and then indefinite tenure, or else a random dismissal strategy. If instead commitment is impossible, and for instance voters regularly choose whether to replace the leader, then there are poor incentives and inefficiently low payoffs, even below that of simply replacing the leader in every period. Incentives can be improved via term limits.
    JEL: C72 D72 D82 D86 M12
    Date: 2014–07
  2. By: Asian Development Bank (ADB); (Regional and Sustainable Development Department, ADB); ;
    Abstract: Since the inception of the Climate Investment Funds (CIF), the Asian Development Bank (ADB) has participated in the preparation of 15 investment plans covering the two main CIF funds, the Clean Technology Fund (CTF) and the Strategic Climate Fund (SCF). The SCF comprises three separate programs—the Pilot Program for Climate Resilience (PPCR), the Scaling Up Renewable Energy Program (SREP), and the Forest Investment Program (FIP). This study, which is part of a wider review of CIF experiences in ADB, uses a case study approach to examine how stakeholder engagement was carried out in the preparation of investment plans in Cambodia, Nepal, and the Philippines, with reference to the guidance provided by ADB and CIF in stakeholder participation.
    Keywords: adb, asian development bank, asdb, asia, pacific, poverty asia, climate investment funds, low-carbon, climate-resilient development, stakeholder participation, engagement, cambodia, indonesia, nepal, philippines, public consultation, consultation, adaptation, climate change, public opinion, CIF, steering group
    Date: 2013–07
  3. By: Pablo Yanguas; David Hulme
    Abstract: Although politics has become central to international development assistance, the use of political economy analysis (PEA) as a means for greater aid effectiveness remains an aspiring epistemic agenda. Even though virtually all aid donors have some personnel working on the development and implementation of PEA methodologies and frameworks, whether this new cognitive model for aid is compatible with pre-existing administrative factors is still an open question. We argue that for PEA to become fully institutionalised in donor agencies it needs to overcome the hurdles of administrative viability: its proponents need to reconcile it with corporate and professional incentives, as well as with the political environment in which an agency operates. We track this process empirically within two PEA leaders: the UK Department for International Development (DFID) and the World Bank. Using documents and interviews from headquarters as well as three country offices – Bangladesh, Ghana, Uganda – we find that political economy analysis has not yet become institutionalised in programming, management or the professions, and remains an intellectual agenda very much rooted in the governance silo. We conclude by arguing that the future of PEA lies in organisational change, not any particular framework, and that this change is more likely to occur by disseminating PEA outside of the governance profession into agency management and the various sectors of development assistance.
    Date: 2014
  4. By: Andrea Sartori
    Abstract: The aim of the research is to analyse and summarise two EU programmes within the EU Multiannual Financial Framework (2014-2020): Horizon 2020 and COSME (Competitiveness of Enterprises and Small and Mediumsized Enterprises). They are conceived to stimulate, respectively, research, innovation, and competitive techno-science and competitiveness of productive systems. The research is divided into three parts. The first part outlines the basic features of the Multiannual Financial Framework (2014-2020) in quantitative and qualitative terms with particular reference to Horizon 2020 and COSME. The second part examines Horizon 2020 programme for research and innovation, identifying and describing its legal basis, architecture, budget breakdown and the three pillars: “Excellence science”, “Industrial leadership”, “Societal Challenges”. The analysis focuses on the second pillar detailing the measures to encourage the enabling and industrial technologies, access to risk finance (equity and debt), innovation in SMEs. A specific focus is devoted to the “SME Instrument”. In the third part, similarly, is performed a description of COSME, the programme for the competitiveness of enterprises, deepening the specific actions to internationalisation, to improve access to markets, businesses framework conditions, culture of entrepreneurship and, in particular, access to finance.
    Keywords: Horizon 2020; Orizzonte 2020; COSME; Europa 2020; Quadro finanziario pluriennale; programmi comunitari; ricerca; sviluppo; innovazione; competitività; accesso al credito; internazionalizzazione; industria; piccole e medie imprese; PMI; Community programs; research; development; innovation; competitiveness; access to credit; internationalization; industry; small and medium-sized enterprises; SMEs;
    JEL: O30 O31 O38 L5 I20 I28 H50 H54
    Date: 2014
  5. By: Marcela Eslava; Marcela Meléndez; Guillermo Perry
    Abstract: This study analyzes the institutions that shape public private collaboration for the design and implementation of productive development policies in Colombia. Colombia is an interesting case because productive development policies are increasingly designed, in principle, in the context of formal institutions and venues, with public-private collaboration being a pillar of that formal design. We focus on two specific cases: (1) the Private Council for Competitiveness and its role in the National System for Competitiveness; (2) the Colombian government’s Productive Transformation Program. These case studies suggest that public private collaboration has contributed to the continuity of productive development policies across governments. Collaboration has also been behind particular achievements, such as helping overcome specific government failures, and helping develop private organizational capabilities. A central message of this document is thus that formal institutions to foster public private collaboration, such as the ones adopted in Colombia over the last few decades, have an important potential for advancing adequate productive development policies. However, public private collaboration for productive policies has by no means brought a development “miracle”.
    Keywords: Industrial Policies, Public-Private Collaboration, Competitiveness
    JEL: D02 D24 D78 L52 L78
    Date: 2013–09–06
  6. By: Motohashi, Kazuyuki
    Abstract: This paper analyzes the management of multinational’s R&D in emerging economies, taking the case of Japanese firms’ R&D collaboration with NTSDA, Thai national research institute. A detail interview survey for two cases, Polyplastics, an engineering plastics manufacturer and Shiseido, a cosmetic company, both working together with NSTDA for R&D, reveals that there exist significant variations of motivations, scopes and outcomes of such activities. Home base exploiting type activities (Polyplastics) are easier to manage as a natural extension to home country activities, but it is important to motivate its partner to collaborate, since only exploiting local resources may not be sustainable for long time. While, home base augmenting type activities (Shiseido), a local activity has to be well coordinated in global operation at headquarter. In addition, it is difficult to see a short term benefit from such explorative activities, so that top management support becomes important to sustain such activities for certain amount of time.
    Keywords: : Multinational R&D, Thailand, open innovation, national innovation system
    JEL: F23 O32
    Date: 2014–01
  7. By: Mosalev, Anton
    Abstract: Modernization as a platform for a possible innovative development of Russia's economy in general and in particular mesoeconomics of the regions is of paramount importance. However, its systematic conduct is faced with many obstacles. So in the article, it is determined that many institutional factors can act as positive and neutral basis for current and future development programs. Attracting investors to the territory of the region should be determined by the parameters of how the internal environment (expectations may have a counter-proposal), and external, that are largely mediated by government policy. In a number of hypotheses based on the analysis of public statistics, verification and evaluation of the significance of which allowed us to determine those "buckles", the account of which may contribute to a systematic, competent program of modernization of economic activities and opportunities for innovative development agents on the mesoeconomics’ level.
    Keywords: mesoeconomics, modernization, experimental design techniques, education, labor, investments
    JEL: E22 R58
    Date: 2014–03–30

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