Abstract
A principal-agent framework is used to examine the potential gains to educational performance and the potential threats to public accountability that school-based decision-making proposals pose. Options for minimizing problems arising from divergent objectives and information asymmetry, such as incentive-based contracts, limited school discretion, and school councils, are examined. The analysis underscores the need to tailor the design of decentralized decision making to the sources of poor educational performance and potential threats to school opportunism.
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