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Empirical support for economic voting is well documented in advanced democracies. We know less, however, about the extent and dynamics of economic voting in the developing democracies of sub-Saharan Africa. The relationship between economic perceptions and incumbent performance evaluations is a critical precursor to vote choice. I evaluate this link using more than fifty-five thousand individual-level observations across sixteen sub-Saharan African countries. I find that there exists a strong association between economic perception and performance evaluation while controlling for a host of covariates, including ethnicity, partisanship, information, and public goods provision. Contrary to previous findings, however, I show that the influence of economic perception is stronger than many other factors considered in the models such as coethnicity with the incumbent. Moreover, my findings indicate that coethnicity—but not copartisanship—conditions the influence of economic perception on performance evaluation. I use an instrumental variables approach to further validate the findings.

AbstractPerformance evaluation linked to different environmental strategic objectives of organizations is discussed. The strategic objectives that are dealt with are compliance/pollution control, pollution prevention, eco‐efficiency, eco‐innovation, eco‐ethics and sustainability. The most common environmental strategic objective of organizations is compliance with the law. Other companies go beyond compliance and may take on board one or more of the other strategic objectives. This may lead to an evolutionary improvement of environmental performance status and to integration of the economic and social aims in the way organizations operate. Hence, the choice of strategic objective(s) may have consequences for the performance evaluation‐linked activities in the different organizational domains. The status of performance is derived from comparing actual performance with predetermined performance goals. Performance goals are proposed for each strategic objective. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment

Provides a synthesis and critical evaluation of the results of existing research on privatization utilizing an international review and comparative analysis of relevant factors of economic and social performance. Based on the results of this analysis, it appears that the economic benefits of privatization activities promoted as a panacea by many public and private sector managers, are on average modest at best, while the social benefits are often mixed and uneven. Moreover, it seems that the role of privatization as a means of reforming the public sector has expanded internationally in scope and at such a rapid pace, that in many cases, the importance of objective and balanced measures of its overall effectiveness and impact on the affected communities need to be reexamined. Recommends that those responsible for planning of future privatization activities should refocus the present economic emphasis and strive for a balance of economic and social performance to improve long‐term benefits for all sectors of the affected communities.