Is there a long‐run relationship between population growth and living standards? The case of India

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.     

Research note: Institute for the study of conflict

The London‐based Institute for the Study of Conflict (ISC) was the first body to research systematically into low‐intensity warfare. It has chronicled in its house journal, Conflict Studies, the rise of terrorism and political violence throughout the world and has contributed toward an understanding of its causes. New developments include the establishment of a U.S. Committee in North America, chaired by George Ball, and plans for 1978 to publish through branch offices in Germany, France and Latin America. The facilities of the ISC, which is industrially financed, are open to scholars on the acceptance of a formal application.     

First Priorities in Military Professionalism

This article contends that it is time for the armed forces to revisit their schools, day rooms, wardrooms, squadron meeting places, headquarters, bases and posts to increase the level of awareness and the teaching of professional norms.     

Searching for the best structure for American local government

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.