Articles-EnPress Publisher LLC.

Dec 17, 2021

Economic analysis of forestland use rights transfer and forestland welfare change

This paper qualitatively analyzes the connotation of woodland welfare and the changes of woodland welfare that may be caused by the transfer of the right to use, and interprets the welfare improvement caused by the transfer of the right to use of woodland in the ideal state by using the relevant theories and models of microeconomics. Based on the prospect theory and psychological account theory of behavioral economics, this paper analyzes the reasons why the transfer of forestland use right has not been carried out on a large scale in China.

Abstract

Download PDF(242.31KB)

XML

1

71

Jul 19, 2018

Canopy Gap phase regeneration: A study in moist temperate forests of Central Himalayas, India

Broad leaved forests continuously have some asynchronous and localized disturbance events.Tree fall gaps are the dominant form of such disturbances in these forests. Moist temperate forests dominated by Quercus leucotricophora in Garhwal were investigated for study. Ten random transect belts were established in a mixed broadleaved forest patch. The forest comprised of gaps, created by various natural processes. Gaps varied in size ranging from 48 to 589 m2. Microclimatic and edaphic variables of canopy gap and understorey areas were recorded to assess the parameters that influence gap phase regeneration. Forests of the studyarea comprised of gaps that varied in size and shape. Light intensity, soil moisture and soil temperature were prime micro-climatic variables influencing species recruitment in gaps.Species assemblage was recorded higher from gaps than forest understorey (20 and 17 tree species, respectively). Overall recruitment of tree species in understorey and canopy gaps was 3054 seedling ha-1 and 2277 saplings ha-1, respectively. The results obtained during our study show that gap formation process in moist temperate forests of Garhwal promotes a strong but temporary variations in microclimatic environment. This heterogeneity factor determines the biological diversity but needs more long term systematic research in Garhwal for better understanding.

Abstract

Download PDF(600.49KB)

XML

2

71

Aug 6, 2024

Economic growth of India: The role of production, trade, and CO2 emission based on the Granger causality

India’s economic growth is of significant interest due to its expanding Gross Domestic Product (GDP) and global market influence. This study investigates the interplay between production, trade, carbon dioxide (CO₂) emissions, and economic growth in India using Granger causality analysis. Also, the data from 1994 to 2023 were analyzed to explore the relationships among these variables. The results reveal strong positive correlations among production, trade, CO₂ emissions, and GDP, with production showing significant associations with export, import, and GDP. Co-integration tests confirm the presence of a long-term relationship among the variables, suggesting their interconnectedness in shaping India’s economic landscape. Regression analysis indicates that production, export, import, United States (US)-India trade, manufacturing cost of energy, and CO₂ emissions significantly impact GDP. Moreover, the Vector Error Correction Model (VECM) estimation reveals both short-term and long-term dynamics, highlighting the importance of understanding equilibrium and deviations in economic variables. Overall, this study contributes to a better understanding of the complex interactions driving India’s economic growth and sustainability.

Abstract

Download PDF(787.24KB)

XML

0

71

Feb 27, 2024

The loyalty imperative: Understanding the link between organizational culture and employee commitment

Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.

Abstract

Download PDF(276.37KB)

XML

5

71

Sept 2, 2024

Evaluating how and why the Government of Rwanda failed to achieve middle-income status (MICS) in 2020: Lessons for other African countries

In the 1960s, many East Asian Tiger countries, such as Taiwan, Malaysia, China, etc., faced unfavourable socio-economic conditions like those facing many African countries such as Rwanda. For example, in the 1960s, Singapore was classified as an undeveloped country, with its GDP per capita standing at less than $320. However, all these countries managed to reach a development level like that of Western and North American countries (such as the U.S. and Canada), within a space of less than 15 years. Today, Singapore’s GDP per capita has risen to an incredible $84,501, making it the sixth highest GDP per capita in the world. With Vision 2020, President Kagame promised that Rwanda, which he referred to as “the African lion”, would cruise faster to the middle-income country status faster than Singapore and other middle income status countries, most of which are in East-Asia in less than 20 years. Thirteen years after the introduction of Rwanda’s Vision 2020, President Kagame dashed off the Wall Street Journal and other western media which often referred to Rwanda’s economic development as “the economic tiger of Africa” in his 2013 famous statement as follows: “There is a view that development is a marathon, not a sprint. We do not agree. Development is a marathon that must be run at a sprint. In our pursuit of progress, we have, of course, looked to East Asia’s so-called “tiger” economies for inspiration. But Africa’s experience is unique, and we must now define our own destiny. So, while being described as an “African tiger” is a welcome recognition of how far Rwanda has come, perhaps it isn’t quite right. After all, our continent has its own big cat. Step forward, the new lions of Africa.”. To achieve this objective between 2000 and 2020, Rwanda’s GDP per capita needed to increase from 254.94 USD (2000) to $1240 (in 2020), and the GDP growth rate was to grow consistently between 7% and 10% for a period of 20 years (2000–2020). The objective of this article is to critically analyse how the Government of Rwanda failed to achieve its promise of achieving a middle-income status (MICS) between 2000 and 2020. In 2000 the Rwandan president Paul Kagame launched Rwanda’s Vision 2020. This was a long-term framework for Rwanda’s development in 20 (i.e., 2000–2020). The idea behind Rwanda’s leadership was to imitate whatever Singapore did to become a developed country in just 15 years after its independence in 1965. Blatantly stated, President Paul Kagame wanted to turn his country into the Singapore of Africa. The IMF states that “Vision 2020 was the longer-term socio-economic development framework that sought to transform Rwanda into a middle-income country by 2020”. There is no doubt that Rwanda has made some developmental strides through the implementation of Vision 2020 as an instrument for operationalisation for the Singaporean-modelled developmental state over the past 20 years and has succeeded in some areas. However, the Government of Rwanda has failed in many areas and has failed to achieve the prestigious MICS in 2020. Therefore, among the many gaps in the current literature that this research seeks close is to find out what were some of the accomplishments that Rwanda’s Vision 2020 was unable to achieve? Why did the Government of Rwanda fail to achieve middle-income status within 20 years? What insights can other developing countries gain from Rwanda’s Vision 2020 experience? This study is a significant contribution to the current theoretical knowledge as it sheds light on the reasons behind the Government of Rwanda’s failure to achieve middle-income country status in 2020, a topic that has been largely ignored by the Government’s documents and the media. Despite Rwanda’s Vision 2020, there has been no scientific study to date that has attempted to deal with this topic. Therefore, this study, titled “Why the Government of Rwanda failed to achieve middle-income status (MICS) in 2020” is likely the first of its kind. By addressing

Abstract

Download PDF(495.04KB)

XML

0

71

Jan 17, 2024

Evaluation of relative weight of balanced personnel index in Korean Public Offices through AHP

This research was conducted with the aim of developing indexes for diagnosis of balanced personnel levels in Korean Public Offices through Analytic Hierachy Process (AHP). The research found that 62.3% of ‘structural improvement’ and 37.7% of ‘inclusive organizational culture’ were weighted in large classification items. In the middle classification items, it was found weights of 27.5% for ‘gender equality’, 23.5% for ‘disabled’, 16.2% for ‘science and engineering’, 17.7% for ‘regional talent’, and 15.2% for ‘social integrated type’. In the small classification items, 9.4% of ‘employment rate of social integrated talent’, 5.3% of ‘the percentage of grade 7 and 9 selection of regional talent’ and 5% of ‘the percentage of women at the head of a department level’ were shown as important evaluation indicators. In addition, the ‘inclusive organizational culture’ was derived by allocating weights of 9.45% each for four areas: fairness, disclosure, cooperation and support. As above, this research constructs items of the balanced personnel index through prior research and designs detailed indexes. However, it is meaningful that surveys and others have confirmed the usefulness of the balanced personnel index, which will contribute to the achievement of balanced personnel objectives in public offices.

Abstract

Download PDF(525.17KB)

XML

1

71