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The purpuse of this study is to answer the following two questions. Do conflict management efforts mitigate the recurrence and severity of civil conflict? If so, how? Do some conflict management strategies fare better than others in these tasks? This study theorizes about the connection between the costliness of a conflict management strategy – with respect to both the disputants and third parties – and civil conflict outcomes. This theory produces two contradictory predictions: that more costly strategies either increase or decrease violence. This study not only adjudicates between these two possibilities but also incorporates the role of timing. The early use of more costly strategies, for example, may encourage disputants to reduce violence in civil conflicts.

To evaluate the predications that the authors derive from their theoretical argument, the authors quantitatively analyze the effect of conflict management strategies’ relative cost on various measures of civil conflict recurrence and severity. The authors first identify the set of international–civil militarized conflicts (I-CMCs) during the period 1946–2010. I-CMCs contain two dimensions – interstate and intrastate – making them the most complex and dangerous form of militarized conflict. To each I-CMC, the authors then link all third-party attempts to manage the I-CMC’s civil conflict dimension. Finally, after developing quantitative indicators, a series of regression equations explore the relationships of primary interest.

Two main findings emerge. First, when third parties use a relatively more costly conflict management strategy to manage a civil conflict (e.g. a peace operation or military intervention, as opposed to mediation), the severity of the conflict increases, while conflict recurrence rates remain unchanged. Second, this study uncovers a trade-off. The early use of a relatively more costly management strategy lowers a civil conflict’s severity in the short-term. It also, however, increases the likelihood – and speed with which – civil conflict recurs. The timing of certain conflict management strategies matters.

Scholars typically isolate conflict management strategies in number (i.e. consider efforts as independent of one another, even those within the same conflict) and kind (i.e. examine mediation but not peace operations). This study, in contrast, includes the following: the full menu of conflict management strategies available to third parties – negotiation, mediation, adjudication/arbitration, peace operations, sanctions and military intervention – over a lengthy time period (1946–2010); theorizes about the relative merits of these strategies; and considers the timing of certain conflict management efforts. In so doing, it highlights a policy trade-off and proposes promising areas for future research.

The purpose of this paper is to show that necessary condition hypotheses are important in operations management (OM), and to present a consistent methodology for building and testing them. Necessary condition hypotheses (“X is necessary for Y”) express conditions that must be present in order to have a desired outcome (e.g. “success”), and to prevent guaranteed failure. These hypotheses differ fundamentally from the common co‐variational hypotheses (“more X results in more Y”) and require another methodology for building and testing them.

The paper reviews OM literature for versions of necessary condition hypotheses and combines previous theoretical and methodological work into a comprehensive and consistent methodology for building and testing such hypotheses.

Necessary condition statements are common in OM, but current formulations are not precise, and methods used for building and testing them are not always adequate. The paper outlines the methodology of necessary condition analysis consisting of two stepwise methodological approaches, one for building and one for testing necessary conditions.

Because necessary condition statements are common in OM, using methodologies that can build and test such hypotheses contributes to the advancement of OM research and theory.

Government corruption and secrecy are not new phenomena in Africa; however, international scrutiny has grown as nations end decades of conflict and seek to develop, donor nations consider providing more aid, and investors and transnational corporations look to the area for oil and other resources. Given that corrupt government activities account for millions of dollars diverted from public coffers each year in developing nations and lead to unfair benefit distribution to citizens, the chapter examines the global network of actors attempting to advance the international norm of government accountability to constrain corruption through advocating for the adoption of access-to-information legislation. The chapter also explores the relationship between perception of corruption in Africa and four political institutions of vertical accountability. The findings indicate that perception of corruption is inversely correlated with news media rights, civil liberties, and political rights. However, adopting access-to-information legislation or planning to adopt the law was not correlated with the perception of corruption.

In this paper, the authors aim to present a novel methodological tool – necessary condition analysis (NCA) to aid managerial psychology researchers in properly testing necessity statements.

The authors employ NCA to analyze whether three basic psychological needs for autonomy, competence and relatedness are necessary for work engagement.

The authors illustrate the value and application of NCA by revealing that basic psychological needs for autonomy, competence and relatedness are necessary for work engagement, as proposed by self-determination theory (SDT).

The authors illustrate the importance of the sufficiency-necessity distinction and the relevance of a necessity logic in managerial psychology. They also discuss NCA's methodological implications for managerial psychology research, theory and practice.

More than five years have passed since A Nation at Risk was published in 1983 by then‐Secretary of Education Terrance Bell's National Commission on Excellence in Education. Those years have seen the publication of an enormous body of both primary material, composed of research reports, essays, and federal and state reform proposals and reports; and secondary material, composed of summaries and reviews of the original reform reports and reports about effective programs that are based on reform recommendations. This annotated bibliography seeks to identify, briefly describe, and organize in a useful manner those publications dealing with K‐12 education reform and improvement. The overall purposes of this article are to bring organization to that list, and also to trace relationships and influences from the federal initiatives to the states and professional associations, and from there to the school districts and individual schools.