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Supplying or Denying? The Allocation of Bilateral and Multilateral Aid After Coups D’état
No full textDuring the past two decades, Africa experienced 56 coup attempts of which 23 successfully ousted the incumbent ruling regime or leader from power. Despite this prevalence, we know very little about the international communities’ reactions to these upheavals. This paper explores how bilateral and multilateral donors adjust development aid and humanitarian aid provisions after coups. It argues that development aid rather than humanitarian aid is affected by these upheavals and that multilateral donors, which are less influenced by politicization, are most likely to reduce aid in line with the anti-coup norm. To test this assumption, I estimate a robust difference-in-difference estimation on stacked event data. The results reveal that international organizations significantly cut off aid in the year of the coup. I do not find evidence that bilateral donors change their aid allocation practices, nor that coups have a considerable impact on humanitarian aid commitments. These findings indicate the importance of disaggregating aid flows and donor types to get valid estimates of the causal effect of illegal changes of power on foreign aid
The Impact of local knowledge on projects performance: Analyzing UNDP project evaluations and staff data
No full textAround two thirds of the staff body of international organizations (IO) are locally recruited. As citizens of the host state, there have been questions about their impartiality vis-à-vis the IO mandate and, ultimately, about their impact on the performance of IO policy implementation. This paper presents first conclusive evidence on the positive impact of local staff on project performance, drawn from a mixed method research design of IOs in the United Nations (UN) system. First, a case study of two key IOs in Lebanon presents qualitative evidence on the impact of local staff on IO performance. Second, a quantitative analysis that combines novel data on the staffing mix in 827 unique office locations in 172 countries across five IOs and 16 years with performance measures drawn from 5,176 IO project evaluations reveals a significant positive relationship. Together, these findings provide robust evidence, suggesting that local staff enhance operational effectiveness through three mechanisms: contextual knowledge, relations with host communities, and engagement as stakeholders in outcomes. These findings underscore the importance of leveraging local human resources to optimize international policy implementation efforts in diverse geopolitical landscapes
Types of Collaboration and the Consolidation of Sociological Research Evidence from publications in five German sociology journals 2000–2019
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