Following Tulio Halperín Donghi's pioneering work, historians have tried to explain why Argentina experienced a dramatic export-led expansion in the first half of the nineteenth century despite a lack of price incentives. This paradox is resolved by a new estimate of Argentina's terms of trade. It suggests that they probably improved by at least 2,000 per cent from the 1780s to the first decade of the twentieth century, so there were considerable price incentives for export-led growth. Labour and capital moved into the export sector, bringing into production the country's Pampean land – a previously under-utilised resource. This suggests that Argentina's expansion in the long nineteenth century was less a result of internal factors than a response to globalisation.

El Salvador has undergone a deep economic transformation over recent decades, from a model based on agro-exports to an open, transnational service-based economy. This transformation has occurred in a context dominated historically by a small group of elite families that formed family-owned diversified business groups (DBGs). This paper studies the leading groups' strategies in confronting transnationalisation. It shows that the DBGs have adapted to the new realities through a combination of sector shifts, internationalisation and the adoption of different kinds of relationships with multinationals. In spite of this, there is little evidence that the DBGs have become less important or subordinate to multinational corporations. Rather, they have, in different ways, exploited their local and regional knowledge and networks to confront competition at home and expand at the regional level.

Non-governmental organisations operate as nodes in networks of ‘managerialism’ – bundles of often Northern, corporate-inspired knowledge and practices that promote ‘good governance’ under neoliberalism. Managerialism is double-sided: it can guard against corruption and help ensure accountability, but it can also be culturally disjunctive, reinforcing North–South power imbalances while diffusing the political potential of NGOs. In this paper we present a framework for studying managerialism's global circulation and discuss a series of empirical findings from a multi-year study of NGOs in the Mexican state of Oaxaca. We conclude by commenting on managerialism's influence on NGOs during the social upheavals of 2006, highlighting its differential and contingent impact on social and political change in Oaxaca.