WHEN BUREAUCRACY MATTERS FOR ORGANIZATIONAL PERFORMANCE: EXPLORING THE BENEFITS OF ADMINISTRATIVE INTENSITY IN BIG AND COMPLEX ORGANIZATIONS

Administrative intensity is arguably a major determinant of public service performance. Although a large administrative function might constitute a bureaucratic burden, it could also enable organizations to better coordinate key activities. In particular, administrative intensity may strengthen or weaken the performance effects of other key organizational characteristics, such as size and task complexity. To explore these ideas, we analyse the separate and combined effects of administrative intensity, organization size and task complexity on the research and educational performance of UK universities between 2005 and 2011. The statistical results suggest that administrative intensity has a performance pay‐off for big and complex organizations.     

HOW COLLECTIVE IS COLLECTIVE EFFICACY? THE IMPORTANCE OF CONSENSUS IN JUDGMENTS ABOUT COMMUNITY COHESION AND WILLINGNESS TO INTERVENE

Existing studies have generally measured collective efficacy by combining survey respondents’ ratings of their local area into an overall summary for each neighborhood. Naturally, this approach results in a substantive focus on the variation in average levels of collective efficacy between neighborhoods. In this article, we focus on the variation in consensus of collective efficacy judgments. To account for differential consensus among neighborhoods, we use a mixed‐effects location‐scale model, with variability in the consensus of judgments treated as an additional neighborhood‐level random effect. Our results show that neighborhoods in London differ, not just in their average levels of collective efficacy but also in the extent to which residents agree with one another in their assessments. In accord with findings for U.S. cities, our results show that consensus in collective efficacy assessments is affected by the ethnic composition of neighborhoods. Additionally, we show that heterogeneity in collective efficacy assessments is consequential, with higher levels of criminal victimization, worry about crime, and risk avoidance behavior in areas where collective efficacy consensus is low.     

America Discovers Africa

The address that follows was given before a joint meeting ofthe Royal African Society and the Royal Empire Society on February6, 1958. Mr. B. F. Macdona, vice-chairman of the Council, presided.