Aiding violence or peace? The impact of foreign aid on the risk of civil conflict in sub-Saharan Africa

This paper considers the impact of foreign aid flows on the risk of civil conflict. We improve on earlier studies on this topic by addressing the problem of the endogenous aid allocation using GDP levels of donor countries as instruments. A more structural addition to the literature is that we efficiently control for unobserved country specific effects in typical conflict onset and conflict continuation models by first differencing. The literature often overlooks the dynamic nature of these types of models, thereby forcing unlikely i.i.d. structures on the error terms implicitly.¹ As a consequence, malfunctioning institutions, deep-rooted political grievances, or any other obvious, yet unobserved and time persistent determinants of war are simply assumed away. We find a statistically significant and economically important negative effect of foreign aid flows on the probability of ongoing civil conflicts to continue (the continuation probability), such that increasing aid flows tends to decrease civil conflict duration. We do not find a significant relationship between aid flows and the probability of civil conflicts to start (the onset probability).     

The Determinants of Technology Adoption in Italian Manufacturing Industries

The adoption of new technologies in Italian manufacturing industries is analysed using data for 13,334 firms selected from the 1990–92 Community Innovation Survey. The determinants of technology adoption are analysed in an econometric framework (logit model) which is a general test of different theoretical explanations of technological diffusion. We particularly refer to the rank, epidemic and information effects which significantly affect the use of new technology in Italian manufacturing industries. We use a set of explanatory variables which enables us to set up a well specified empirical model and to use odds ratios to determine the effect of their changes on the adoption probability, thus giving a more precise picture of the determinants of technology adoption.     

Futures studies in Italy and The limits to growth

This article describes the introduction of futures studies to Italy and especially the contribution of Aurelio Peccei, the founder of the Club of Rome and an inspiration behind The limits to growth. To set the scene, the author shows how Italian futures studies absorbed technocratic and visionary ideas from prospective studies in France, particularly those of Bertrand de Jouvenel and Gaston Berger. The author explains Aurelio Peccei's role in promoting Limits and the Club of Rome. She reflects also on her own personal involvement with Peccei, as a friend, as member of the Club of Rome, and as a long-standing participant in the Italian and worldwide futures movement.     

Managing multiple forms of strategic training fit through the Balanced Scorecard

Although the literature recognizes training as an essential driver of organizational effectiveness, little is still known about how to explicitly focus and align training to organizational strategic priorities. This note proposes a model that bridges the strategic human resource management (SHRM) literature and the Balanced Scorecard (BSC) literature – which is one of the most widely recognized strategic performance evaluation approaches intended to foster organizational alignment by translating the firm's strategy into a multidimensional set of financial and non‐financial measures. After having briefly discussed the main differences between the return on investment (ROI) model, which represents one of the major attempt to make training strategic within the existing evaluation research, and the BSC model applied to training management, this note highlights multiple forms of strategic training fit and suggests how to manage training through various scenarios of BSC development. Specifically, the note illustrates four forms of strategic fit – the vertical fit, the horizontal inter‐functional fit, the horizontal intra‐functional fit and the human capital readiness – and discusses their pursuit in terms of six scenarios of training management through the BSC. The note expands some exploratory empirical evidence on the feasibility and usefulness of training scorecards (i.e. the application of the BSC to training) in order to develop some theoretical insights and practical guidance on how they can be leveraged to foster the strategic alignment of training.     

Formation and persistence of oppositional identities

We develop a dynamic model of identity formation that explains why ethnic minorities may choose to adopt oppositional identities (i.e. some individuals may reject or not the dominant culture) and why this behavior may persist over time. We first show that the prevalence of an oppositional culture in the minority group cannot always be sustained in equilibrium. Indeed, because the size of the majority group is larger, there is an “imposed” process of exposition to role models from the majority group that favors the diffusion of mainstream values in the minority community. In spite of this, an oppositional culture in the minority group can nevertheless be sustained in steady state if there is enough cultural segmentation in terms of role models, or if the size of the minority group is large enough, or if the degree of oppositional identity it implies is high enough. We also demonstrate that the higher the level of harassment and the number of racist individuals in the society, the more likely an oppositional minority culture will emerge. We finally show that ethnic identity and socialization effort can be more intense in mixed rather than segregated neighborhoods.     

Exploring a possible route through which training affects organizational performance: the case of a Greek bank

Despite the dithyramb on training found throughout the literature, its impact on organizational performance still remains a ‘black box’ yet to be unlocked. Indeed, neither the intervening process nor the factors that mediate training effectiveness have been substantively explored or linked together in a framework. In this paper, gaining insights from the concept of the balanced scorecard and using the service profit chain as a strategy map, an attempt is made to formulate a casual linkage value chain that highlights one possible route through which training can impact organizational performance. Using a predictive design, data were collected from multiple sources (employees, customers, and the bank's financial records) and raters from a sample of 30 branches of a Greek bank. The findings confirmed a framework illuminating a value exchange process ignited by training. More precisely, the results suggested that a formal, structured, and long-term approach to training, as well as certain pre- and post-training conditions and activities, improve training effectiveness by creating positive perceptions about the training's value. The generated for employees value results to higher levels of job satisfaction which boosts employee loyalty, creating in this sense value for the organization. This value is reflected to customers, in terms of better service quality, and reciprocated to the organization through higher customer satisfaction and branch loyalty leading to improved profitability at the branch level.