The family law detection of overall risk screen (FL-DOORS): Utility as a repeated measure for assessing change in family violence risk over time

Conflicted parental separation is associated with risks to safety and wellbeing for all family members. The Family Law DOORS (FL-DOORS; Detection of Overall Risk Screen) is a standardized screening framework to assist identification, evaluation, and response to family safety risks. The FL-DOORS has previously been validated in two large Australian samples (N = 6089) and found fit-for-purpose as an indicator of family violence and wellbeing risks in separated families. Now, using pilot data from a community mediation context, we examine its utility as a repeated measure for detecting change in safety and wellbeing over time. A pilot cohort of 67 parents engaged in a mediation service for parenting and/or property disputes completed the FL-DOORS at intake (T1) and approximately 8 weeks later (T2). We assessed T1-T2 change scores and correlations in change between variables and used MANOVA to determine if clusters of related scales discriminated change across time. Findings support the psychometric capacity of the FL-DOORS for use as a repeated measure in risk monitoring. We also note possible effects of this early screening process for reducing risk prior to engagement in mediation input. We discuss implementation utility for family law services to monitor change in risk type and magnitude over time.     

Does personalization of officeholders undermine the legitimacy of the office? On perceptions of objectivity in legal decisionmaking

Public legitimation of legal decisionmaking can be promoted through various strategies. We examine strategies of legitimation that are premised on personalizing the public image of legal agents. A personalized public administration emphasizes individual decisionmakers and seeks legitimacy through familiarity with the character, identity, and virtues of individual agents, whereas a non-personalized public administration projects an ethos of technocratic decisionmaking, seeking legitimacy through institutional objectivity and impartiality. We conducted an experiment to examine the efficacy of personalization strategies in the context of a politically charged legal affair: the criminal cases involving the prime minister of Israel, Benjamin Netanyahu. We focus on people's perceived objectivity of the office of the Israeli attorney general (AG), given exposure (vs. no exposure) to different types of personal information about the AG, and while manipulating the salience of contrasting decisions concerning Netanyahu (indicting him on several counts of corruption versus exculpating him in others). We find that exposure to personal information about the AG decreased the perceived objectivity of his office, compared to no exposure to personal information, regardless of the type of information, decision salience, and respondents' political leanings. Our findings, therefore, support the legitimating potential of the non-personalization of decisionmakers, and show that it pertains to people positioned as both “losers” and “winners” with regard the political impact of the decision. The study further reflects the capacity of nonabstract real-world, real-time, analyses to shed light on the drivers of public trust in legal decisionmaking in politically polarized contexts—an issue of pertinence in many contemporary democracies.     

Business model–dynamic capabilities and open innovation initiatives in research-intensive organisations: A case of Australia's national science agency

Publicly funded national science agencies create value as innovation catalysts and through their scientific and research missions, they tackle wicked problems. Understanding how dynamic capabilities and business model innovation enable research-intensive organisations to seize the market in the mission is key to translating bold new science that has impact. We qualitatively explore how Australia's national science agency—the Commonwealth Scientific Industrial Research Organisation (CSIRO)—has pursued open innovation to support business model–dynamic capabilities in an evolving publicly funded landscape. We reflect on the value of open innovation initiatives that have allowed the CSIRO to ambidextrously pursue world-class science while achieving impact.

Points for practitioners

• Dynamic capabilities and business model innovation are strategic tools for publicly funded national science agencies seeking to seize the market in the mission.
• We examine a case of business model–dynamic capabilities in CSIRO.
• Open innovation has been important for CSIRO as part of an ambidextrous approach.