Family Welfare Effort,Total Fertility,and In Vitro Fertilization: Explaining the Israeli Anomaly

The theory of family welfare effort is a leading macro‐sociological explanation of variation in human fertility. It holds that states which provide universally available, inexpensive, high‐quality day care, generous parental leave, and flexible work schedules lower the opportunity cost of motherhood. They thus enable women, especially those in lower socioeconomic strata, to have the number of babies they want. A considerable body of research supports this theory. However, it is based almost exclusively on analyses of Western European and North American countries. This paper examines the Israeli case because Israel's total fertility rate is anomalously high given its family welfare effort. Based on a review of the relevant literature and a reanalysis of data from various published sources, it explains the country's unusually high total fertility rate as the product of (1) religious and nationalistic sentiment that is heightened by the Jewish population's perception of a demographic threat in the form of a burgeoning Palestinian population and (2) the state's resulting support for pro‐natal policies, including the world's most extensive in vitro fertilization (IVF) system. The paper also suggests that Israel's IVF policy may not be in harmony with the interests of many women insofar as even women with an extremely low likelihood of becoming pregnant are encouraged to undergo the often lengthy, emotionally and physically painful, and risky process of IVF.     

An application of catastrophe theory to management science process

Practicing management scientists often complain of the alleged irrational behavior on the part of the managers they are trying to serve, particularly when a manager suddenly and unexpectedly shifts behavior from one of support to one of resistance. The authors feel such behavior is only believed to be irrational because the management scientist is using the wrong mental model when projecting past behavioral patterns into the future. This paper attempts to solve this problem by using the newly developed catastrophe theory to develop a different model where sudden shifts in behavior are considered perfectly rational and explainable. The basic implication that is drawn from this new model is that successful implementation of management science depends on a sequence of interactions with the ultimate model user and that care in the structuring of these interactions can greatly enhance the probability of eventual user acceptance.     

Econometric analysis and managerial decision making

Econometric analysis is concerned with the quantitative relationships between economic variables and it can provide an important input into the decision making process of managers. Typically econometrics differs from other apsects of management science in that it considers problems primarily, though not exclusively, from a background of economics rather than of other disciplines and behaviour is usually dealt with at higher levels of data aggregation than the individual firm.This paper considers some applications of typical econometrics to the general area of managerial decision making, where primarily the techniques have a role to play in assisting the general process of data analysis. Initially discussion is pointed towards the use of the analysis for predictive purposes and the contrast with time series methods. Subsequently examples are presented where the objective is to obtain a better understanding of individual economic relationships that aim to be important inputs into the decision making process, for example cost and revenue analysis. Finally, an example is given of how these ideas contribute more generally to the activity of model building for the firm as a whole both for the purpose of forecasting and policy simulation.     

Local volunteers respond to the Rena oil spill in Maketū, New Zealand

Following the MV Rena grounding and oil spill in the Bay of Plenty, New Zealand in October 2011, the Māori community of Maketū were quick to respond to the arrival of oil on their beaches. They asserted their rangatiratanga by establishing their marae as a base and successfully coordinated a clean-up by more than 450 volunteers, feeding these volunteers every day. We interviewed 11 clean-up leaders and volunteers in Maketū to gather information about how the oil spill affected people in the community and how they ensured the success of their clean-up efforts. Many volunteers returned to help with the clean-up day after day over several weeks. Concepts of kaitiakitanga and manaakitanga underpinned the work of the Maketū clean-up organisers. Participants attributed the success of the Maketū clean-up to the speed with which they responded, the support they received from their community and local businesses, and their local knowledge.     

Collective and State Violence in the Palestinian‐Israeli Conflict: The Limits of Classical Rational‐Choice Theory

Many analysts continue to invoke narrow, market‐based forms of rational‐choice theory despite the call for a historically specific and culturally sensitive version of the theory. This paper demonstrates the limits of classical rational‐choice theory empirically by summarizing some results of a recently completed research project on the Palestinian insurgency and Israeli state response over the period 1987 to 2007. After first establishing the existence of several important patterns of collective and state violence that are anomalous from the viewpoint of classical rational‐choice theory, it proposes a model of situationally defined rational action that increases explained variation in the frequency of suicide attacks and state‐directed assassinations. The analysis leads to the conclusion that, while insurgents and state actors behave rationally, their rationality is culturally and historically contingent, which is to say that it takes different forms in different contexts.