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The innovation-Marshallian industrial district (iMID) effect defines the existence of dynamic efficiency in the Marshallian industrial district (MID) in the form of a positive innovative differential compared to the average of the national economy. Cross-sectional analyses have proven the existence of the iMID effect. Nevertheless, these findings do not provide any evidence on the evolution in the iMID effect over a long period and, in particular, when phases of growth, crisis and economic recovery follow one another, as occurred in the world economy around 1990 and 2007. This paper aims at closing this gap in knowledge by measuring the evolution of the iMID effect for Spain for the period 1991–2014. The measurement is made using an exhaustive database of 143,229 patents and by estimating a knowledge production function for the local production systems (LPSs). The results show that MIDs registered the largest number of patents compared to the other LPSs during the time span considered, that the iMID effect is higher for the highest quantiles of innovative intensity, and that MIDs' innovative intensity has been continuously above the national average, even after the 2007 economic crisis. MIDs are still fundamental for the generation of innovation in the Spanish economy. [ABSTRACT FROM AUTHOR]

Abstract: This paper contributes to the airport benchmarking literature in two ways. To our knowledge, this is the first attempt at using a stochastic distance function to measure airports’ productivity changes while considering multiple outputs. Secondly, we calculate the evolution and decomposition of the Total Factor Productivity (TFP) for Spanish airports. The average rate of productivity showed a slight annual improvement of 0.9%, and the core engine of this was 3% increase in technical progress rather than through efficiency. Results, by airport, identify those needing improvement, to be more attractive in the Spanish airport restructuring program. [Copyright &y& Elsevier]

Whenever policy logic and outcomes are uncertain, the traditional public management reform model, focused on efficiency and effectiveness, seems to be weak. Uncertainty requires not only devolution and follow-up information on results but also the encouragement of an appropriate management approach. Incentives from accountability and performance assessment may facilitate or impede management improvement if they are not coherently oriented. These systems need to be consistent with public managers' roles and circumstances, so that their feedback encourages a management role adequate to contextual characteristics. Uncertainty pressures management to be focused on innovation. This may be reinforced by positive oriented accountability and participatory evaluation. Beyond a conceptual proposal these notes might be a very useful suggestion for public management reform proposals. The example of fighting labour accidents in Spain shows that the model proposed is more pragmatic and feasible than it may sound in theory. [ABSTRACT FROM AUTHOR]