Citation

Hanberger A. Evaluation (Sage) 2011; 17(4): 327-349.

Copyright

(Copyright © 2011, Tavistock Institute of Human Relations, Publisher SAGE Publishing)

DOI

10.1177/1356389011421697

PMID

unavailable

Abstract

This article is intended to contribute to the understanding of evaluation use in the context of policy making and governance. It does this, first, by developing a framework that sets out the prerequisites of six possible functions of an evaluation 'management response system'; and second, by analysing three aid organizations' management response systems in relation to this framework. The prerequisites of the different functions are theoretically derived. The analysis finds that response systems have contributed to organizational legitimacy and achieved many of their intended functions, but only to an extent. Two factors - the system design, and top managers' support for the system - were found to be critical for how these systems worked. The article also discusses whether a management response system meets the needs of public organizations and stakeholders operating in multi-actor policy making.