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This study links public sector efficiency to firm growth via several microeconomic channels. The results show that greater public administration efficiency induces higher rates of fast growing firms. Especially corruption and ineffective justice systems were identified as the factors that most impede firms' growth. In addition, public service provision that relies on fees rather than on taxes was associated with higher efficiency.

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The aim of this paper is a sensitivity analysis with the core-periphery model of 'new economic geography' put forward in Grazi et al. (Environ Resour Econ 38:135-153, 2007). This model comprises interregional trade, agglomeration advantages and resource (land) use or environmental externalities. Grazi et al. (2007, GBR) compare a social welfare (SW) indicator with the ecological footprint (EF) indicator for measuring spatial sustainability of a set of land use configurations. Their main result is that the SW and the EF indicator can yield completely different rankings and only for extreme parameterizations of environmental externalities the rankings coincide. We adapt the model by interpreting total natural land as a resource constraint and differentiate between weak and strong sustainability. In a sensitivity analysis we show that the main results of GBR (2007) correspond to the case of weak sustainability in our adapted model version. In the case of strong sustainability our adapted model version shows the same welfare rankings for both indicators without the extreme parameterization that is necessary to obtain the same results in the original GBR (2007) model.

This paper describes an attempt to identify additionality in the projects carried out in the European Union's 5th Framework Programme for Research and Technological Development (FP5) in the context of the recent five-year assessment of FP5. It briefly discusses the various meanings of the concept of additionality and the results of a survey among the participants in FP5. Main findings indicated substantial input and behavioural additionality for a majority of participants. On the other hand, the portfolio of projects included a large number of projects with low risk and of a comparably small size. Design of future FPs should take this into account.