Evaluating the Potential Impact of Development Policies

Farr-Wharton, B; Farr-Wharton, R; Brunetto, Y

Evaluating the Potential Impact of Development Policies

Farr-Wharton, B

Farr-Wharton, R Brunetto, Y

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Publisher:: Routledge
Publication Type:: Chapter
Citation:: Managerial Flow, 2015, pp. 14 - 25 (11)
Issue Date:: 2015-02-03

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Field	Value	Language
dc.contributor.author	Farr-Wharton, B https://orcid.org/0000-0001-9987-934X	en_US
dc.contributor.author	Farr-Wharton, R	en_US
dc.contributor.author	Brunetto, Y	en_US
dc.contributor.editor	Vecchi, V	en_US
dc.contributor.editor	Brusoni, M	en_US
dc.contributor.editor	Farr-Wharton, B https://orcid.org/0000-0001-9987-934X	en_US
dc.contributor.editor	Farr-Wharton, R	en_US
dc.date.issued	2015-02-03	en_US
dc.identifier.citation	Managerial Flow, 2015, pp. 14 - 25 (11)	en_US
dc.identifier.isbn	041574945X	en_US
dc.identifier.isbn	9780415749459	en_US
dc.identifier.uri	http://hdl.handle.net/10453/77217
dc.description.abstract	This book expands on the Managerial Flow model, and acts as both a practical guide to stimulate evidence based policy implementation in governments and as theoretical contribution to policy and strategy execution.	en_US
dc.publisher	Routledge	en_US
dc.relation.ispartof	Managerial Flow	en_US
dc.title	Evaluating the Potential Impact of Development Policies	en_US
dc.type	Chapter
utslib.location	New York	en_US
utslib.for	150305 Human Resources Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.place-of-publication	New York	en_US
pubs.publication-status	Published	en_US

Abstract:

This book expands on the Managerial Flow model, and acts as both a practical guide to stimulate evidence based policy implementation in governments and as theoretical contribution to policy and strategy execution.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/77217