TY - BOOK ID - 134744874 TI - Lessons for Reformers : How to Launch, Implement, and Sustain Regulatory Reform. AU - International Finance Corporation. AU - Multilateral Investment Guarantee Agency. AU - World Bank. PY - 2009 PB - Washington, D.C. : The World Bank, DB - UniCat KW - Accountability KW - Bankruptcy KW - Bureaucracy KW - Capital Markets KW - Consumer Protection KW - Consumers KW - Corruption KW - Corruption & anticorruption Law KW - Debt KW - Deregulation KW - Developed Countries KW - Developing Countries KW - Economic Development KW - Economic Liberalization KW - Economics KW - Enterprise Development & Reform KW - Financial Crisis KW - Financial Sector KW - Foreign Direct Investment KW - Free Trade Agreements KW - Globalization KW - Good Governance KW - Gross Domestic Product KW - Investment Climate KW - Job Creation KW - Judiciary KW - Labor Market KW - Law and Development KW - Leadership KW - Low-Income Countries KW - Macroeconomics KW - Market Economy KW - Marketing KW - Monopolies KW - Open Markets KW - Political Economy KW - Private Investment KW - Private Sector Development KW - Property Rights KW - Public Debt KW - Regulators KW - Rent Seeking KW - Rule of Law KW - Small Businesses KW - Trade Liberalization KW - Transaction Costs KW - Transparency KW - Unemployment UR - https://www.unicat.be/uniCat?func=search&query=sysid:134744874 AB - This paper focuses on core aspects of the political economy of reform, drawing on case studies of three economies transitioning to stronger business environments (Hungary, the Republic of Korea, and Mexico) and three countries with well-developed business environments (Australia, Italy, and the United Kingdom). The purpose is threefold: first, to identify so-called drivers of reform among successfully reforming countries; second, to explore how a reform strategy can make optimal use of the opportunities provided by the drivers of change; and third; to suggest how these lessons can be proactively used by other reformers to design and guide reforms. The case study findings suggest that, regardless of the content of reform, success is influenced by an evolving mix of seven drivers of change: i) globalization or competitiveness; ii) crisis; iii) political leadership; iv) unfolding reform synergies; v) technocrats; vi) changes in civil society, and vii) external pressure. The case studies suggest that reformers can influence the direction and pace of change by mobilizing and exploiting drivers of it. Rather than a cause-and-effect scenario in which a single driver-such as a crisis-creates and defines the success of a body of reforms, what happens is an unfolding series of events in which various drivers become more and less important in defining phases of the reform process. ER -