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281.
This note examines the existence of a long‐run, cointegrating relationship between population and per capita GDP in India for 1950–93. Unit root tests show that per capita GDP is integrated of order one while population is integrated of order zero; further, estimation of the bi‐variate relationship using the cointegration procedure of Johansen shows that no long‐run relationship exists. Thus, population growth neither causes per capita income growth nor is caused by it. A corollary is that population growth neither stimulates per capita income growth nor detracts from it. 相似文献
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283.
Richard O'Brien 《Third world quarterly》2013,34(4):1309-1324
284.
Richard G. Smethurst 《发展研究杂志》2013,49(3):205-219
285.
Richard T. Green 《国际公共行政管理杂志》2013,36(11):2055-2084
This article examines Marshall Dimock's thought on the relation between public administration and law. The examination revolves around his book, Law and Dynamic Administration,but also incorporates insights from his many other works. Dimock treated the idea of rule of law as an important source of authority and guiding principles for both the public administrative and legal professions. He criticized the legal profession harshly for its tendency in this century to disparage and reject law as such a source. Its treatment of law has led to many abuses that affect the legitimacy and efficacy of all who govern in our society. Dimock hoped to reunify the fields with a common jurisprudence that is mindful of public, institutional needs. In the process, he pressed the point that public administrators should be legal artisans in their own right, contributing confidently to the content and processes of the law for public benefit. 相似文献
286.
Richard C. Box 《国际公共行政管理杂志》2013,36(4):711-741
Citizens, practitioners and academicians involved in local government have for decades debated the best structure for local public organizations; at the polar ends of this debate are those advocating rational administration and those advocating political responsiveness. The conventional wisdom equates rational administration with reformed structures like the council-manager plan and political responsiveness with structures which have an elected chief executive officer. The debate is unresolvable within this value-driven framework, and these ideological positions do not seem to be helping in the design of governmental structures which “work” in a practical and meaningful way. The paper argues for a “functional” model of local government structure based on how much citizens and administrators can know and oversee with competence. The analysis leads to a significant rethinking of the role of governing bodies, administrators, and the general management position in American local government. 相似文献
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