Do community-driven development projects enhance social capital? Evidence from the Philippines

We explore the social capital impacts of a community-driven development project in the Philippines in which communities competed for block grants for infrastructure investment. The analysis uses a unique panel data set of about 2100 households, aggregated at the village-level, collected in 66 treatment and 69 comparison communities. We provide both difference-in-differences and propensity score matching estimates. We find that the project increased participation in village assemblies and the frequency with which local officials meet with residents and had a negative impact on collective action. There is also more limited evidence of a positive impact of the project on bridging (i.e., generalized) trust and of a negative impact on group membership.     

Unity in the Social Thought of Adolph Lowe: A Review of "Essays in Political Economics: Public Control in a Democratic Society"

Abstract . From the economist Adolph Lowe's voluminous-writings, Allen Oakleyh has selected eight essays which present the gist of Lowe's thought. It unifies his structural analyses and his instrumental analyses into the system Lowe calls “Political Economics.” This pre-orders desired ends or effects and then determines or applies goal-adequate means to achieve these ends. Lowe's Essays in Political Economics sketches the economic paradigm by which he expands the evolutionary way of thinking from the subject —economic behavior— to the object, the socioeconomic world. He argues that instability is fundamental, basic and inherent in contemporary industrial capitalism as it has evolved physically, technologically and socially and stability can be restored by an approach which reverses the continuum to end-means. He holds that if the world evolves, and it does, so must the goal-adequate methods and instrumentalities to deal with it.     

Want to perfect your company's service? Use behavioral science.

It may seem like the topic of service management has been exhausted. Legions of scholars and practitioners have applied queuing theory to bank lines, measured response times to the millisecond, and created cults around "delighting the customer." But practitioners haven't carefully considered the underlying psychology of service encounters--the feelings that customers experience during these encounters, feelings often so subtle they probably couldn't be put into words. Fortunately, behavioral science offers new insights into better service management. In this article, the authors translate findings from behavioral-science research into five operating principles. First, finish strong: the ending is far more important than the beginning of an encounter because it's what remains in the customer's memory. Second, get the bad experiences out of the way early: in a series of events, people prefer to have undesirable events come first and to have desirable events come last. Third, segment the pleasure, combine the pain: since experiences seem longer when they are broken into segments, it's best to combine all the boring or unpleasant steps of a process into one. Fourth, build commitment through choice: people are happier when they believe they have some control over a process, particularly an uncomfortable one. And fifth, give people rituals and stick to them: most service--encounter designers don't realize just how ritualistic people are. Ultimately, only one thing really matters in a service a encounter--the customer's perception of what occurred. This article will help you engineer your service encounters to enhance your customers' experiences during the process as well as their recollections of the process after it is completed.