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Alfred Tat- Kei Ho is a professor of public administration at the School of Public Affairs and Administration, University of Kansas in Lawrence, Kansas. His research focuses primarily on budgeting and financial management, performance management and governance, and e-government. He has produced many journal articles, book chapters, and peer- reviewed conference proceedings in these areas, as well as numerous research reports for local governments, foundations, and international organizations, including the Asian Development Bank, the Alfred P. Sloan Foundation, the National Science Foundation (U.S.), the IBM Center for the Business of Government, the William T. Kemper Foundation, and U.S. local governments in the states of Arkansas, Indiana, Iowa, and Missouri. Maarten De Jong is a research affiliate and guest lecturer of the Het Zijstra Center for Public Control, Governance, and Leadership at Vrije Universiteit (VU) Amsterdam. Since 2018, he has also been a public sector performance expert at the Dutch Court of Audit, and was a senior budget specialist of the Dutch Ministry of Finance in 2007–2018. In addition, Dr. De Jong is a researcher, consultant, and lecturer of various international organizations, including the International Monetary Fund, the World Bank, the Organization for Economic Cooperation and Development (OECD), and the European Commission, and has provided technical assistance to 12 countries. He holds Masters in both Business Administration and Public Sector Control and earned his Ph.D. in Public Administration at Erasmus University, Rotterdam. His research focuses on the impact of budget reform, budget institutions, and the use of performance information by public agencies. His publications have appeared in both professional and academic journals, such as the OECD Journal on Budgeting and Public Administration Review . Zaozao Zhao is an associate researcher of the National Academy of Economic Strategy (NAES) under the Chinese Academy of Social Sciences (CASS). Her research focuses on public budgeting and financial management, performance budgeting, auditing, and inflation. She was the principal investigator or a core researcher in several major projects funded by the National Natural Science Foundation of China, the Chinese Ministry of Finance, the Chinese Academy of Social Sciences, and the National Development and Reform Commission of the Chinese government. Dr. Zhao has published over 30 articles in several core management and economic journals in both Chinese and English, including Auditing Research, Subnational Fiscal Research, Journal of Asian Public Policy, and Journal of Chinese Governance. She also co-authored a book, titled Public Budgeting: A Comparative Study, which was collected into the National Achievement Library of Philosophy and Social Sciences in 2010 by the Chinese government.
"""This book reinvents visions on ‘performance budgeting’(PB) in many ways. From its much broader scope of ‘performance-based budget management’, it connects six theoretical frames, it assesses real impact beyond financial management, and it shows real differences between high, middle, and low-income countries. This is a ‘high-impact’ book because reform policy makers will be convinced to see and use PB in a different way. Academics will adjust their research agendas to also include PB in explaining transformations of organizations, institutions, and politics."" Geert Bouckaert, KU Leuven Public Governance Institute, and President of IIAS ""With this book, Ho, De Jong, and Zhao have made a significant contribution to our understanding of performance budgeting. It is a welcome addition in particular because its cases plow new ground, with three times the number of chapters on low and middle-income countries as on wealthy ones. Further, it is not a book that will appeal to only a narrow audience. Academics, practitioners, and students—indeed, anyone who cares about effective government--will find much of interest in this book."" Philip G. Joyce, University of Maryland, USA ""This book contains important and well researched insights into the many practical challenges of linking the budget process to performance management in the government sector, as well as theoretical constructs that are helpful, for example in identifying the reform space for performance budgeting. It makes a convincing case that despite frustrations with the performance of performance budgeting itself the reform has staying power so the real question is how to do it. Unlike most previous research on the topic this book has a strong focus on experience in middle- and lower-income countries and should be of particular interest to those governments and to development agencies supporting performance budgeting reforms."" Ivor Beazley, World Bank Group, Washington DC"
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