Search results

The main aim of this study is to investigate the role of fathers and mothers in the intergenerational educational persistence for sons and daughters under two dimensions that characterize the clusters of countries: redistributive policy and governance.

Data from the Global Database of Intergenerational Mobility (GDIM), hierarchical cluster analysis on principal components and panel regression are used in this study to estimate intergenerational educational correlation and to investigate its determinants related to the parents’ and descendants’ education variables in 93 countries grouped in four clusters. The empirical analysis is differentiated by gender combinations of parents and descendants.

In the clusters of countries characterized by high inequalities and poor governance, our findings show that the role of the fathers is stronger than that of the mothers in educational transmission; fathers and mothers are more influential for the daughters rather than for the sons; parental educational privilege is the main driver of intergenerational educational persistence; there is an inverse U-curve in the association between educational inequality of the parents and educational correlation for the sons. Differently, in the countries characterized by high income, low redistributive conflict and better governance, the role of the mothers is stronger and education mobility for the daughters is higher than that for the sons.

The authors’ results remark on the importance of social welfare policies aimed to expand a meritocratic public education system including schooling transfers for lower social class students and narrowing the gender gap in educational mobility between daughters and sons. Social welfare policies should also be oriented to spread high quality child care systems that help to foster greater women equality in the labor market, because the strength of educational persistence depends on the position of the mother in the economic hierarchy.

The distinctiveness of the paper can be found in the fact that this study investigates the parental role differentiating by gender and coupling hierarchical cluster analysis on principal components with panel regression models. This allows us to have a sample of 93 countries aggregated in four groups defined in two dimensions: redistributive policy and governance. Amongst the determinants of educational transmission, we consider not only education’s years of the parents but also other determinants, such as educational inequality and privilege of the parents. We also identify the effects of investment in human capital and educational inequalities for the descendants on education mobility.

This paper aims to approach the issue of premium offers in Italy by discussing the case study of Fabbri, a firm operating since 1905 in the business of liqueurs, syrups and semi-manufactured products for ice cream.

The research takes into analysis three marketing schemes, all related to direct premium promotions, adopted by Fabbri at various times during the twentieth century. The evolution of the company’s marketing strategy is outlined drawing on several types of sources: archive documents, posters and labels and audiovisual material. It is analysed in the socio-economic and legal context of twentieth century Italy, and in comparison with premium offers in the USA and Europe.

The study argues that direct premium may represent a long-lasting and efficient marketing strategy when a firm is able to adapt it to a context that changes over time. Fabbri not only used premium offers to launch its products but also to consolidate its brand image.

By showing that innovative promotions are not necessarily connected to large firms, Fabbri’s case suggests that further research should be carried out to outline marketing policies carried out by small to medium enterprises.

Much has been written on premium offers in the USA and in Europe, but very little on such types of promotions in Italy, especially with reference to direct premiums. This study fills this gap and documents that a small family-owned firm was able to carry out innovative marketing policies as far as in the 1920s.