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The implementation of structural adjustment programs (SAPs) has often been undermined by opposition from politically powerful groups who are favored by existing policies. To assess the political sustainability of SAPs this paper uses social accounting matrices for three African countries to model the income effects of stylized SAPs on different socioeconomic groups. The analysis reveals wide variation in the likelihood for typical SAPs to be acceptable to political elites while generating growth in the rest of the economy. The presence of a rural elite or strong farm-nonfarm linkages can enhance the political sustainability of SAPs. 相似文献
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Rich Callahan 《Public Management Review》2013,15(1):175-184
Abstract There are lessons to be learned in the matter of public management in Iraq and Afghanistan, especially in the importance of the management cultures in which decisions are made. This review is of four books, by different authors, sharing their journalist approach. Four shared themes emerge from these works: the importance of training, organizational culture, strategy, and governance. The authors develop an awareness of the inter-connectivity of the leadership and management cultures of the military and civilians, with significant implications for future public management research. Each of the four books in this review offers contributions that extend the knowledge and practice of public management and public policy, providing hard-learned lessons that can be cross walked into teaching, practice, and research. 相似文献
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A typology of a class of service systems is proposed. The typology links strategic operational objectives to the decision to de-couple work between the front and back offices of a service system. Four specific ideal types of a strategy/de-coupling mix are described; each of which has distinct operational, marketing and human resource ramifications. A type that has had significant representation in traditional literature is the “Cost Leader” type, where back-office activities are de-coupled from the front office for the purpose of lowering costs. Another traditional type representative of the craftsman legacy is the “Personal Service” type, which retains back-office tasks in the front office to pursue non-cost-oriented strategic goals. Theoretical and empirical evidence is also given for two non-traditional types: the “Kiosk” type, where all tasks remain in the front office to achieve lower costs, and the “Focused Professional” type, which de-couples front- and back-office activities to enable front-office workers to provide higher service, rather than to reduce costs. Empirically, retail bank lending systems are analyzed to support the typology. 相似文献
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Steven S. Cuellar Robert C. Eyler Rich Fanti 《Journal of Travel & Tourism Marketing》2015,32(5):534-553
This study investigates the ability of winery tasting rooms to create brand awareness and build long-term brand loyalty. Specifically, we test the conjecture that if tasting rooms create brand awareness and a pleasurable tasting room experience, then those visitors are more likely to recognize and seek out those brands once they leave the tasting room. To measure these effects, we exploit differences in tasting room characteristics to conduct a series of natural experiments from which we analyze differences in off-premise retail sales away from the tasting room. We use scan data on wine sold off-premise through traditional retail outlets to then test for differences among tasting room characteristics. Our results indicate that tasting rooms act as a form of experiential marketing for wineries, creating brand awareness and generating greater growth in off-premise retail sales. Finally, we address issues of endogeneity and unobserved heterogeneity as potential sources of bias. 相似文献
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How does a company, buying another company, replace the acquired company's executive stock options? This article details what companies are doing and examines the advantages and disadvantages of replacing these options. The authors propose that the success or failure of an acquisition can hinge on the resolution of these issues. 相似文献
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It's time to retreat from the old principle: ‘staff advises, line decides.’ But where do we go? to a new broad principle? Conflict in line/staff relations must be handled in a pragmatic, existential approach to the design of the organization. 相似文献