THE POLITICAL CAUSES OF INFLATION

Abstract This article identifies two types of causal explanations of inflation that do not fit well with the categories of analysis used by economists and sociologists. These causes are first, a deliberate centralized decision to start up inflation in pursuit of some high priority political objective; and second, a weakening of the power structure underpinning a given market, so that sectional conflicts of interest can no longer be peacefully resolved except by tolerating inflation. These two causes of inflation are highly political in character, but students of politics have not taken a prominent part in recent inter-disciplinary analyses of inflationary processes. The article therefore reviews the approaches proposed by economists and sociologists. It argues that the sociological approach is almost inherently incapable of explaining inflation at the international level (the major source of historically experienced inflations), and that economics also has some difficulty in adapting itself to an environment in which the political and institutional bases of market relationships are shifting and insecure. It concludes that students of politics can and should make a larger contribution to the analysis of inflationary processes.     

Books: British Politics

P. Cosgrave, Thatcher: the First Term (London, The Bodley Head, 1985)
A. King (ed.), The British Prime Minister (second edition) (London, Macmillan, 1985)
A. Ranney (ed.) Britain at the Polls 1983 (Durham, N.C., Duke University Press, 1985)
D. S. Bell (ed.), The Conservative Government 1979–84: an Interim Report (London, Croom Helm, 1985
S. Fothergill and J. Vincent, The State of the Nation (London, Pan, 1985
Philip Norton (ed.), Parliament in the 1980s (Oxford, Basil Blackwell, 1985
Leo Pliatzky, Paying and Choosing: the Intelligent Person's Guide to the Mixed Economy (Oxford, Basil Blackwell, 1985)
John Grieve Smith (ed.) Strategic Planning in Nationalised Industries (London, Macmillan, 1984)
E. Durbin, New Jerusalem (London, Routledge & Kegan Paul, 1985)
Geofrey Foote, The Labour Party's Political Thought (London, Croom Helm, 1985)
D. Selbourne, Against Socialist Illusion: a Radical Argument (London, Macmillan, 1985)
J. Grigg, Lloyd George—From Peace to War (London, Methuen, 1985)
David Dutton, Austen Chamberlain: Gentleman in Politics (Bolton, Ross Anderson Publications 1985)
Norman Flynn, Steve Leach and Carol Vielba, Abolition or Reform? The GLCand the Metropolitan County Councils (London, George Allen & Unwin, 1985)     

PSYCHOLOGICAL,NEUROPSYCHOLOGICAL AND PHYSIOLOGICAL CORRELATES OF SERIOUS ANTISOCIAL BEHAVIOR IN ADOLESCENCE: THE ROLE OF SELF‐CONTROL*

Gottfredson and Hirschi claim that self‐control is the only enduring personal characteristic implicated in criminal activity. Other scholars, such as Moffitt and Rowe, claim that although self‐control is important, so are neuropsychological and physiological factors. This study attempts to adjudicate between these two positions by examining the ways in which neuropsychological factors, especially those relevant to executive function, biological factors, especially those relevant to autonomic reactivity, and self‐control interrelate to distinguish between offenders and nonoffenders. Data were obtained from adolescents attending public high schools in northern California and adolescents incarcerated in the California Youth Authority. Serious juvenile offenders evince lower resting heart rate, show poorer performance on tasks that activate cognitive functions mediated by the prefrontal cortex, especially those measuring spatial working memory, and score lower on measures of self‐control. Regression analyses indicated that although variations in self‐control distinguish between the two groups, so too do neuropsychological and biological factors, a result that both supports and refutes Gottfredson and Hirschi's contention. In contrast, variation in minor delinquency among high school students is unrelated to frontal lobe functioning and heart rate, but related to variations in self‐control.     

VERTICAL STRATEGIC ALIGNMENT AND PUBLIC SERVICE PERFORMANCE

We report the results of a study examining the effects of vertical strategic alignment (that is, the degree to which strategic stances are consistent across different organizational levels) on public service performance. Longitudinal multivariate analysis is undertaken on a panel of public organizations over four years. We find that alignment on a prospecting strategy leads to better performance, but that no such effect is observed for a defending strategy. We also find that high levels of prospecting alignment produce stronger positive performance effects in centralized organizations and when environmental uncertainty is high. The implications of these findings for research and practice are considered in the conclusion.     

THE DOG THAT DIDN'T BARK: HOW PUBLIC MANAGERS HANDLE ENVIRONMENTAL SHOCKS

Do negative budgetary shocks reduce performance in public organizations? If so, by how much and in terms of which criteria? Are public managers able to make internal management choices to limit or eliminate the effects of such shocks? These questions are investigated in a set of hundreds of organizations over an 8‐year period. For the most part, budgetary shocks of 10 per cent or more have only limited or no negative impacts on performance in the short term. The most salient policy objective and production for more disadvantaged clientele are especially insulated from shocks. Decisions about internal resource allocation and personnel management can be shown to protect core production while sacrificing more peripheral activities and capital investment. Questions that remain to be investigated include whether short‐term protection comes at the expense of some longer‐term losses, and—ironically—whether effective management under such circumstances weakens over time the political case for adequate budgets.     

IT’S WHERE YOU ARE THAT MATTERS: THE NETWORKING BEHAVIOUR OF ENGLISH LOCAL GOVERNMENT OFFICERS

Increased complexity in the world of public management has resulted in the growth of networks of actors who, operating interdependently, co‐produce public services. Much of the prior networking literature conflates structure (the network) with behaviour (networking). Based on this concern we analyse the managerial networking practices of over 1,000 officers in English local government. We find extensive networking activity amongst three groups of officers and show that corporate officers, chief officers and service managers develop logical patterns of interaction among network nodes and initiation that reflect their level of management. We conclude that where you are in the organizational hierarchy matters for networking behaviour and discuss the implications of these findings for future research.