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A Principal-Agent Theory Approach to Public Expenditure Management Systems in Developing Countries

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  • Mr. Luc E. Leruth
  • Elisabeth Paul

Abstract

A well-functioning public expenditure management (PEM) system is considered a critical pillar of government efficiency, on par with a low-distortion tax system and efficient tax administration. The paper discusses PEM systems in developing countries using an analytical framework based on principal-agent theory. This simple model can be applied to various PEM systems, and allows for comparisons between institutional settings. To illustrate this, we analyze the benefits derived from the use by the Ministry of Finance (MoF) of two control instruments; ex post audits and ex ante controls, and assess their value in terms of their ability to deter cheating. We derive a set of possible "control regimes" which can be used by the MoF. Although we illustrate the use of the model using developing countries, it is also relevant to developed economies.

Suggested Citation

  • Mr. Luc E. Leruth & Elisabeth Paul, 2006. "A Principal-Agent Theory Approach to Public Expenditure Management Systems in Developing Countries," IMF Working Papers 2006/204, International Monetary Fund.
  • Handle: RePEc:imf:imfwpa:2006/204
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    References listed on IDEAS

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    Cited by:

    1. Luc Leruth, 2012. "Public-Private Cooperation in Infrastructure Development: A Principal-Agent Story of Contingent Liabilities, Fiscal Risks, and Other (Un)pleasant Surprises," Networks and Spatial Economics, Springer, vol. 12(2), pages 223-237, June.
    2. Justice Nyigmah Bawole & Peter Adjei-Bamfo, 2020. "Public Procurement and Public Financial Management in Africa: Dynamics and Influences," Public Organization Review, Springer, vol. 20(2), pages 301-318, June.
    3. Paulo Reis Mourao & Alina Irina Popescu, 2021. "Discussing the political survival of Romanian ministers since 1989—Do economic conditions matter?," Economics of Transition and Institutional Change, John Wiley & Sons, vol. 29(1), pages 63-93, January.

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