Designing and Using Simulations in the International Relations Classroom

The value of simulations in the classroom is well established, and there are numerous publications that feature specific role-play exercises that can readily be introduced into the classroom. Frequently, however, instructors would like to design their own simulations to fit their specific learning objectives for a class, but don’t know where to start. This article lays out a series of structural and design questions for instructors to consider in order to craft their own simulations. We recognize that there is no singularly “best” way to design simulations, so this article focuses on the key components of simulations and explores different possibilities for each of these components depending on the desired goals of the instructor. We begin with the basics of class size, topic selection, learning objectives, length, and timing. Next, we discuss the design parameters—including the nature of student interaction, desired output, background information, role-specific instructions, and a timeline for the phases of the simulation. We move on to considerations about the actual running of the simulation, and wrap up with reflections on debriefing, grading, and assessment. By stepping through the design questions that are summarized in the Appendix, any instructor, experienced or new to role-playing, can develop a custom simulation to help meet the learning objectives for their courses.     

How online insourcing might improve EU policy development—the view from inside the European Commission

Perhaps policy‐makers are not the most progressive of actors when it comes to incorporating online technologies in their everyday workflow, but they are certainly not dismissive of the Internet and its potential for policy‐making (e.g. European Commission, 2011 , 2012 ). Could online insourcing, for example, be a way to improve the quality of new legislation? This article presents the current view from the European Commission (‘EC’). We have found that many of its Directorates‐General (‘DG’) are actively investigating into the possibilities of insourcing more and better policy contributors at the pre‐legislative stage, by means of online technology. Copyright © 2014 John Wiley & Sons, Ltd.     

Testing for food market integration revisited

This article considers the statistical performance of four commonly used econometric tests for market integration: the Law of One Price, the Ravallion Model, cointegration and Granger causality. A spatial price equilibrium (SPE) model, that is subject to both production shocks and general price inflation, and mimics many of the key characteristics of integrated food markets, is constructed. The model is used to generate food price time series of lengths that are typical of the short sample sizes available in most developing countries, for both instantaneously integrated and independent markets. A series of Monte Carlo experiments on these artificial food price time series are performed, which show that all four of the conventional tests for market integration are statistically flawed.     

Conceptual Issues in Inter-Agency Collaboration

Inter-agency collaboration – or partnership as it now commonly termed – is central to New Labour's agenda, but the general support for a partnership approach conceals disputes about definitions and approaches. This article begins by examining the shift to more complex and ambitious partnerships in health, social care and regeneration, which require new modes of governance. The three main modes – market, hierarchy and network – are briefly described and contrasted, and located within the recent history of public service development. It is argued that they are best seen as overlain and co-existing, resulting in a hybrid mode of governance which is characterised by tension and contradiction. The article goes on to discuss the issues this raises for real partnerships in trying to understand the collaborative imperative and the barriers to its effective achievement. Although the network mode has its attractions, there are complex issues of membership, management and culture which need to be addressed. It is concluded that hierarchy, markets and networks will co-exist better where each acknowledges its own limits and the strengths of others.