Demographic and Economic Pressure on Emigration out of Africa*

Two of the main forces driving European emigration in the late nineteenth century were real wage gaps between sending and receiving regions and demographic booms in the low‐wage sending regions. Our new estimates of net migration for the countries of sub‐Saharan Africa show that exactly the same forces driving African across‐border migration are at work today. The results suggest that rapid growth in the cohort of potential young emigrants, population pressure on the resource base, and slow economic growth are likely to intensify the pressure for migration out of Africa and into high‐wage OECD countries over the next two decades.     

Is this the right time to come out? Case study

In this fictional case study, Adam Lawson is a promising young associate at Kirkham McDowell Securities, a St. Louis underwriting and financial advisory firm. Recently, Adam helped to bring in an extremely lucrative deal, and soon he and a few other associates will be honored for their efforts at the firm's silver anniversary dinner. George Campbell, vice president in mergers and acquisitions, is caught unprepared when Adam tells him that, after serious reflection, he has decided to bring his partner, Robert Collins, to the banquet. George is one of Adam's biggest supporters at the firm, and he personally has no problem with Adam being gay. But it is one thing for Adam to come out of the closet at the office. It is quite another to do so at a public company-client event. After all, Kirkham McDowell's client roster includes some very conservative companies--one of the country's largest defense contractors, for example. George is concerned with how Adam's openness about his sexual orientation will play with their clients and, as a result, how senior management will react. Adam has not come to George for permission to bring Robert to the dinner. But clearly Adam wants some sort of response. George has never faced sexual diversity issues in the workplace before, and there is no company policy to guide him. Just how negative an effect could Robert have on Adam's career with the firm and the firm's relationship with its clients? Isn't it possible that even the firm's most conservative clients will simply decide that Adam's choice of guest is a personal matter--not a business one?(ABSTRACT TRUNCATED AT 250 WORDS)     

Neo‐Fisherism and inflation control

According to conventional central banking wisdom, an inflation‐targeting central bank should increase (decrease) its nominal interest rate target when inflation is above (below) its target. According to neo‐Fisherites, conventional central bankers have the sign wrong. Essentially all mainstream macroeconomic models tell us that increases in nominal interest rates increase inflation—in the short run and in the long run. This paper reviews neo‐Fisherian theory and evidence and addresses issues relating to inflation control in low real interest rate environments.     

Attracting Long‐Term Shareholders

Corporate CEOs often say they don't hear enough from shareholders about strategic issues related to long‐term value creation. At the same time, they claim to hear with predictable regularity from short‐term investors about their success (or failure) in hitting consensus earnings targets. But as the authors of this article begin by noting, there is mounting evidence that companies get the shareholders they deserve—that companies that provide quarterly earnings guidance and otherwise focus investor attention on near‐term earnings targets tend to attract more transient investors. The authors go on to argue that companies with a compelling long‐term vision can expect to benefit not only from more farsighted managerial decision‐making, but also from building a base of longer‐term investors who share management's view of success, and how it can and ought to be achieved. Such a shift in strategic focus and disclosure toward longer‐run performance creates a virtuous cycle—one in which companies that gain the interest and backing of investors with longer horizons end up reinforcing management's confidence to undertake value‐adding investments in their company's future. Even if most companies can't pick their shareholders, they can develop an investor engagement strategy designed to attract long‐term investors. In this article, the chairman and president of FCLTGlobal outline the underlying strategy behind long‐term investor relations and the four key components of such an approach.     

Enhancing Governmentally Sponsored Export Promotions Through Better Segmentation of the Market of a State's Manufacturing Concerns

This article presents methodology for identifying product categories that, if they were made the subjects of a specified state's export promotions, would hold promise for satisfying relevant needs of members of three key “stakeholder” groups regarding the outcomes of the governmentally sponsored export promotions: the World Trade Organization (WTO), managements of non-exporting, small- and- medium-sized (SME) manufacturing concerns, and governmental entities who are responsible for raising funds to support such promotions. Methodology is applied in the context of a state in the United States (North Carolina).

The methodology is then applied in the context of a state in the United States (North Carolina). The presentations of the results of the application of the methodology at each of the 2-, 4- and 6-digit HS-coded product category levels are in each case followed by discussions of implications of the results.     

Awareness as a foundation for developing effective spatial data infrastructures

The development of an effective spatial data infrastructure (SDI) often occurs in a fragmented organizational environment requiring a high level of inter-organizational collaboration. Different organizations from various jurisdictions need to work together closely when agreeing on how they will jointly register, store, use and share data and how they will make their data available to the wider society. However, this collaboration is generally regarded as very difficult. For example people often resist data sharing across organizational boundaries due to loss of control, power and independency. Organizational issues are thus considered one of the fundamental constraints to inter-organizational sharing of spatial data.     

钉住一篮子货币如何运转?

2005年11月3日,美国国际经济研究所高级研究员,著名国际经济政策问题专家,华盛顿共识提出者约翰·威廉姆森(John Williamson)在中国社会科学院世界经济与政治研究所做题为"钉住货币篮子的制度如何运行(How does the basket peg work)"的讲演.