Autocrats typically respond with coercion when citizens take to the streets demanding political reform. Sometimes, however, they tolerate mass protests and even give in to protesters’ demands. While the effect of coercion on mobilization is well-studied, we know less about the role of concession-making. We argue that accommodating demands is rarely an effective strategy in demobilizing opposition movements. Authoritarian rulers are usually neither willing nor able to fully address protesters’ dynamic demands, nor can they offer credible commitments. We conduct a quantitative analysis using multiple cross-national data sets to empirically assess the relationship between concessions by the government and subsequent mass mobilization. By analyzing protest events in temporal and spatial proximity, we estimate the effect of making concessions on protest mobilization at the subnational level in 18 autocracies from 1991 to 2012. Our results indicate that concessions are associated with a significant and substantive increase in subsequent protest activity.

Governments spend hundreds of millions on evaluations to assess the performance of public organizations. In this article, we scrutinize whether variation in the institutional design of evaluation systems leads to biases in evaluation findings. Biases may emerge because influence over evaluation processes could enable the bureaucracy to present its work in a more positive way. We study evaluation reports published by nine international organizations (IOs) of the United Nations system. We use deep learning to measure the share of positive assessments at the sentence level per evaluation report as a proxy for the positivity of evaluation results. Analyzing 1082 evaluation reports, we find that reports commissioned by operative units, as compared to central evaluation units, systematically contain more positive assessments. Theoretically, this link between institutional design choices and evaluation outcomes may explain why policymakers perceive similar tools for evidence‐based policymaking as functional in some organizations, and politicized in others.