Why did the Austro-Hungarian Empire collapse? A public choice perspective

In this paper, we seek to identify causes of the disintegration of the Austro-Hungarian Empire. We note that great salience was attached to issues of self-governance and autonomy of the numerous ethnic groups living within the Empire. From a public choice perspective, the Empire was an over-centralised state and there were clear gains from federalising it. However, such federalisation was not feasible because of the collective action problem arising in bargaining with the central government. Furthermore, the move towards the war economy and the empowerment of the executive state provided the last drop leading to the exit of ethnic minorities from the monarchy and to the ultimate demise of the Empire.

Political hierarchy and urban primacy: Evidence from China

This paper studies the distributional effects of a centralisation reform of China’s political hierarchy on regional urbanisation. Initiated in 1983, the reform, implemented over a 20-year period, transferred the decision-making powers of county-level governments to prefecture-level governments. We use a difference-in-differences approach to evaluate the heterogeneous urbanisation of counties in response to this centralisation reform. The distributional effects include greater urban primacy and a more marked core–periphery structure at the prefecture level. Further analyses reveal that the results are driven by the reallocation of fiscal resources and industrial production based on both productivity advantages and political favouritism.     

The Creation of the Office for National Statistics

A new Office for National Statistics was created in the United Kingdom in 1996 following a series of developments designed to strengthen the relevance and integrity of statistics. This paper describes these fundamental changes and sets out a blueprint for future progress. It also sets current developments in the United Kingdom in an historical and international context.     

Is there a future for hotel financial controllers?

Evidence suggests that organisations can benefit from outsourcing part or all of their accounting function but for hotels, however, this may not be appropriate, given the complexity and variety of the operating and non-operating departments. A recent research project concludes that outsourcing is unpopular, due to issues of management control, but that centralisation of accounting functions may be appropriate providing that control remains within the unit. Two types of financial management are emerging—very standardised systems in highly branded hotels, and fully self-accounting systems for independent hotels. Hence, the type of hotel financial controller may, or may not, be highly skilled and qualified, with implications for their future education and development.     

Central versus local education finance: a political economy approach

This paper models voters’ preferences over central versus local education policies when there are private alternatives. Education is financed by income taxes and individuals are mobile between communities. Public education levels are chosen by majority vote. Contrary to conventional wisdom, centralisation may benefit the rich and poor, while the middle class prefer decentralised education. The model is also extended to include peer effects. Peer effects increase the support for central school finance, even in the community with good public schools.      

Branch network structure,authority and lending behaviour

Using a novel dataset of Ukrainian banks, this paper examines the link between the structure of branch network and bank lending. Bank regional branches are categorised into contact points without loan decision-making authority and more independent delegated branches which can make loan decisions. We find that a large and dispersed network of contact points can help increase credit supply and mitigate risks through diversification. Further, banks benefit from the information advantage brought by the presence of delegated branches in local markets. However, the longer distance between headquarters and local delegated branches, the more amplified agency problems become, which outweighs the benefits. Our findings suggest that the optimal structure could be a centralised network of delegated branches combined with a diversified access point network.