Sicarii and the Rise of Terrorism

Abstract

The Jewish Sicarii, active during the Roman imperial period, are considered by many to be the world's first political terrorists. The Sicarii rejected not only Roman dominance over Judea, but all mortally imposed authority. They effectively used assassination and kidnapping to incite a Jewish uprising against Rome. Once war was inevitable, the Sicarii vied against other extremist factions for sole leadership of the rebellion. When they proved unsuccessful, they fled Jerusalem and sought refuge at Masada, where eventually they died at their own hands.     

THE CONTRIBUTION OF ORGANIZATIONAL FACTORS IN THE SUCCESS OF ELECTRONIC GOVERNMENT COMMERCE

ABSTRACT

The purpose of this study is to identify factors which affect the success of electronic commerce applications in federal agencies and to explore the role of transformational leadership and strategic planning for Web sites in the success of electronic commerce applications designed to serve citizens. Based on the literature review relative to electronic government commerce, the research model in this study postulates that transformational leadership, strategic planning for Web sites and other factors such as the size and complexity of the Web site influence the success of electronic commerce applications in federal agencies. The success of electronic commerce applications is the dependent variable and is measured by a combination of user-based criteria and system-based criteria. This research employed a combination of an online questionnaire survey and a Web structural survey. Questionnaires were electronically mailed to IT managers and/or users who have e-mail addresses at federal agencies. The results of the research confirmed the close association between organizational factors (transformational leadership and strategic planning for Web sites) and the success of electronic commerce applications in federal agencies.     

Preparing for unwanted events: Instances of international political terrorism∗

The problems posed by international political terrorism, the likely performances of governments facing such challenges, and advisable preparatory coping strategies all benefit from systematic consideration of the experience, provided by practices and analyses of attempts to avoid and manage other forms of international crises. This paper pursues such a perspective to supplement more familiar approaches that use police and disaster amelioration points of departure.

The broader experience of international crises makes it clear that the problems are less ones of incident management than of prolonged competition for an image of political legitimacy and efficacy. Accordingly, recommendation for analysis and planning are made with emphasis on inventory of existent management capacities and decision processes, clarification of alternative political consequences, nonintrusive technology fixes, bargaining and indemnification policy options; and diagnostic gaming.     

Identity,procedures and performance: how authoritarian regimes legitimize their rule

ABSTRACT

Constructing convincing legitimacy claims is important for securing the stability of authoritarian regimes. However, extant research has struggled to systematically analyse how authoritarians substantiate their right to rule. We analyse a novel data set on authoritarian regimes’ claims to legitimacy that is based on leading country experts’ assessments of 98 states for the period 1991–2010. This analysis provides key new insights into the inner workings and legitimation strategies of current non-democratic regimes. Closed authoritarian regimes predominately rely on identity-based legitimacy claims (foundational myth, ideology and personalism). In contrast, elections fundamentally change how authoritarian rulers relate to society. In their legitimacy claims, electoral authoritarian regimes focus on their ‘adequate’ procedures, thereby mimicking democracies. All regimes also stress their purported success in proving material welfare and security to their citizens.     

Organizational perspectives on the formation and disintegration of terrorist groups

Abstract

This article treats terrorist organizations as political interest groups. Starting from the assumption that terrorists are rational political actors, it follows that organizational considerations will play a role in the formation and decline of terrorist groups, just as is the case in other political organizations. The effects of several factors, including recruitment, ability to provide selective and purposive incentives, the need for entrepreneurial political leadership, competition from other organizations, the ability to attract outside support, and the ability to form coalitions with other groups, are considered.     

Management strategies in response to an institutional crisis: The case of earthquakes in the Netherlands

When a policy sector is confronted with a relatively strong and steep decline in legitimacy, we speak of an institutional crisis. We know little about the causes or consequences of these crises. This article explores how institutional crises are managed. It focuses on the effects of management strategies observed in a case study of an institutional crisis in the Netherlands. While we found that policy elites displayed a tendency to maintain the status quo of a policy sector, we also found that the effectiveness of their response strategies was negated by the counter‐response it evoked among freshly energized interest, advocacy and citizen groups. We conclude that the resolution of an institutional crisis is inherently contested. Based on our case study, we develop a theoretical model and formulate propositions that may help to improve our understanding of institutional crisis management.     

Empirical Evidence of Organizational Citizenship Behavior from the Health Care Industry

Abstract

This study examined individual and work group correlates of organizational citizenship behavior (OCB) among a group of 340 technically skilled, professional, and managerial hospital employees (261 women and 79 men). Individual as well as group characteristics influenced organizational citizenship behaviors (OCBs). Implications for leaders and leadership are discussed. Proposals for future research are made.     

The New Era of Stakeholder Engagement: Gaining,Maintaining, and Repairing Legitimacy in Nonprofit Organizations

The need for nonprofits to foster legitimacy within their communities has led to growing calls for mechanisms of sound governance based on the engagement of stakeholders in organizational activities. Previous studies have investigated the mix of governance mechanisms used by nonprofits to manage legitimacy, without paying attention to the different challenges of legitimacy these organizations face. Aiming to fill this gap, this article employs a multiple case study methodology to explore how mechanisms for engaging stakeholders in governance can be shaped by the need to gain, maintain, or repair legitimacy. The findings show that formal mechanisms based on the direct designation of board members by local stakeholders play a pivotal role in repairing legitimacy. Gaining legitimacy requires actual participation of stakeholders, while maintaining legitimacy calls for formal mechanisms that balance representativeness and competencies of the leadership.     

The Globalisation of Enclosure: interrogating the geopolitics of empire

This article examines the question of global order in the contemporary historical conjuncture. I argue that Hardt and Negri's Empire provides a response to such a question. This response is necessary given the manner in which globalisation theory's explanation of global order has been contested by the George W Bush regime. An exegesis of the manner in which Empire delineates global order in the contemporary era provides, moreover, a fruitful encounter between elements of post-structuralist International Relations theory and the subject matter of International Political Economy. The article sketches out the principal characteristics of empire followed by an exegesis of the empirical manifestation of imperial characteristics in the contemporary global order. I argue that the present global order is characterised by the drawing of boundaries or the constitution of thresholds that define what is to be regarded as included and excluded from the imperial realm. Empire vigorously polices these thresholds in order to defer encounters with others that might question its self-asserted timeless pacific civility. Finally, I conclude by noting that the centrality of such boundary constitution to imperial forms suggests that a logic of security underlies contemporary global order. Thus investigations into the political economy of Empire will always already comprise an investigation of imperial logics of security.     

Change,changes and changing: The views of public manages

As the traditional policy levers of the nation state are shaped by the forces of globalization, the proper role of government is increasingly being questioned. Governments at all levels are struggling to respond to the burgeoning demands for more effective policies and programs. In 1989, the federal government of Canada launched Public Service 2000 (PS 2000), a major organizational renewal cffort of the federal public service, aimed at revitalizing the institution in preparation for the challenges of the year 2000.

This article contends that despite the profile associated with its inception, PS 2000 has lacked an overriding implementation focus toward fundamental behavioral change. This deficiency has thwarted the progress of the initiative, and the transformation desired has not been achieved to this point in time. It is recommended that Total Quality Management (TQM) is a more suitable strategy for refurbishing departments and agencies as it directly focuses on continuous quality improvement. This approach is a significant shift in emphasis from PS 2000, and is more likely to encourage the immense management and organizational culture changes sought by renewal.     

Public administrators and policy legitimization: Policy analysis,politics and power

This article discusses the factors public administration faculty should incorporate into the curriculum in order to equip students to engage in the policy legitimization process. In order to produce leaders, public administration programs should emphasize the nature of the political system, an understanding of the legitimacy of subgovernments, the importance of coalition building and the psychological factors associated with policy choices.

Integration of policy analysis into the public administration curriculum requires that students be equipped with an in-depth understanding of both the political environment and the political process. This is true because public administrators are deeply involved in the stages of policy development, adoption, and implementation; activities which reach beyond the narrow confines of program management and into the realm of politics. Consequently, public administrators serve in a variety of capacities: as policy advocates, program champions, or as defenders of client interests. It is in these roles that public administrators move into the political arena. Policy analysis activities provide the discipline with the opportunity to move beyond an emphasis on a narrow concern with simply “managing” government and into the realm of policy choice, policy advocacy, political power and the exercise of leadership.

Public administration as a discipline, and teaching faculty in particular, face the challenge of increasing the relevance of the master's degree to policy leadership. Astrid Merget, past president of the National Association of Schools of Public Affairs and Administration, expressed this need for increased emphasis on policy leadership training quite eloquently in 1991:

“Our vision of the holder of a master's degree in our field is that of a leader, not merely a manager or an analyst. But we have not been marketing that vision.”⁽¹⁾

Merget attributes partial responsibility for the low public esteem of government service to the attitudes, teaching, and research activities of public administration faculty who have failed to link the “lofty” activities of government (environmental protection, health care, the promotion of citizen equality) with public administration. Accordingly, the academic standard of “neutrality” governing teaching and research acts as an obstacle to teaching the fundamentals of the goals of public policy. This professional commitment to neutrality places an emphasis on administrative efficiency at the expense of policy advocacy. The need, according to Merget, is to reestablish the linkage between policy formulation and policy management. Such a teaching strategy will enhance the purposefulness of public administration as a career. Failure to do so will relegate public administration programs to the continued production of governmental managers, not administrative leaders.

The integration of policy analysis into the public administration curriculum affords the discipline with the opportunity to focus on policy leadership and escape the limitation associated with an emphasis on program management. Teaching policy analysis skills cannot, and should not, be divorced from the study of politics and the exercise of political power. This is true because politics involves the struggle over the allocation of resources, and public policy is a manifestation of the outcome of that political struggle. Public policy choices reflect, to some degree, the political power of the “winners” and the relative lack of power by “losers.” The study of public policy involves the study of conflict and the exercise of power.

Teaching public administration students about the exercise of power cannot be limited to a discussion of partisan political activities. Public administrators serve in an environment steeped in the exercise of partisan and bureaucratic power.⁽²⁾ It is practitioners of public administration who formulate, modify and implement public policy choices. Such bureaucratic activity is appropriate, provided that it is legitimated by the political system. Legitimacy can be provided to public administrators only by political institutions through the political process.

Teaching public administration students about policy analysis and policy advocacy necessitates an understanding of the complexities associated with the concepts of policy legitimacy and policy legitimization.     

Washing Away the Sins of the Past

Abstract

The National Water Act of 1998 is the legislative framework for integrated catchment management in South Africa. It is a progressive legislation that advocates inclusion and aspires to narrow the agp of unequal access to water in South Africa. The legitimacy and representativity of the catchment management agency depends largely on the success of the process leading to its establishment. The dynamic between the creation of trust and the construction of water management institutions is examined. The article highlights the problems that have emerged in the attempt to reform management systems and concludes that water management bodies need to more assertively build trust and reduce shame relations particularly amongst ordinary water users.     

FUBAI: differing Chinese views of corruption since Tiananmen: does a road paved with corruption lead to socialism?

Corruption, particularly in the public official based definition which is dominant in reform China, involves the violation of administrative ethics and responsibilities for private gain. Corruption has long been a key factor in analyzing and understanding modernization in Communist and Third World countries. Corruption has the potential to undermine a regime's legitimacy and power as well as a nation's economy. Moreover, by contributing to both economic and political polarization, it also has the potential to significantly influence the social stratification and overall social structure of societies in the midst of significant political, economic and social transformation; in other words, how they ‘modernize’. While the majority of Chinese analyses of corruption recognize the threat posed by corruption, they disagree on the sources and consequences of such corruption, and thus on the means for controlling and/or eliminating it.

The success of any anti-corruption process is determined by a) the causes and consequences of corruption and the ways in which they are perceived or blocked out by the regime's analytical framework; b) regime goals, including the degree to which, by promoting the transformation of the forms of legitimate economic intercourse, it encourages changing what is defined as corruption and c) the degree to which it is capable of accomplishing its goals once set. However, inasmuch as the dominant Chinese analysis tend2 to exclude certain key factors, frequently including the regime's goals in ‘modernizing’ Chinese society, the present anti-corruption policies are not likely to be successful.     

Leadership Climate in the Public Sector: Feelings Matter Too!

Abstract

Although there is substantial empirical evidence supporting the important role of leadership in organizational contexts, there is limited empirical evidence that focuses on the distinction between how employees feel about senior leaders and what they think about senior leaders. This is particularly true in the public-sector environment. In this paper, a model is tested that identifies key consequences of affectively and cognitively based perceptions of public-sector senior leadership. Data collected from a large public-sector organization were examined to identify the correlates of affectively and cognitively weighted perceptions of leadership. A series of regression analyses was conducted to identify more clearly the extent to which affectively and cognitively based perceptions of leadership influenced affective commitment, attitudes to change, intention to turnover, and extra-role performance. The results suggest that both affectively and cognitively based perceptions of leadership influenced organizational commitment and cynicism toward change. Extra-role behavior was influenced by the affective dimension alone, and intention to turnover was influenced by the cognitive dimension alone. The results also showed a significant interaction between the affective and cognitive dimensions in predicting intention to turnover. In general terms, the findings will prove helpful to human resource practitioners interested in diagnosing and managing the transformational leadership climate in public-sector organizations.     

Organizational position and program implementation

Examples of policy implementation success suggest that organizational characteristics are important but policy researchers generally neglect the explicit study of organizational characteristics. Data from a mailed survey are used here to examine two organizational characteristics in one policy area in a single state. The advice of capacitybuilders' (federal and state agencies, municipal associations) about organizing local energy management programs through the appointment of “comprehensive local energy coordinators” is one concern. The other is the importance of the regular organizational position of the parttime community energy coordinators on the “comprehensiveness” of community energy programs.

The research develops a rudimentary methodology for studying program implementation which assesses organizational change by measuring differences among policies based on the dimensions of change embodied in a policy. Also devised are measures of program implementors' attitudes and perceptions in influencing program implementation. The findings demonstrate the usefulness of greater linkages of research across the organizational change and program implementation literatures.     

A working model to help institutionalize quality improvements in local governments

This article describes a working model designed to help leadership in public management introduce quality improvements and eventually facilitate transformations to quality organizations (TQO). By quality improvements and transformations to quality organizations -- whether in government, public education, public health, or other fields of activity -- we mean those institutional changes which reliably achieve ever greater effectiveness in accomplishing mission and responsively achieve ever higher levels of measurable service to public “customers.”

This article discusses the development of an organizational assessment instrument which the authors designed for the County of Los Angeles. Building on the Malcolm Baldrige National Quality Award and the President's Award in the USA, as well as on the review of other state and local criteria and comments received through a national review process, the authors formulated criteria of quality management with a view toward public service customers, particularly at local levels of government.

The model described has been initially applied to conduct self-assessments in four departments of Los Angeles County. It is also intended for broader use by administrative practitioners and scholars interested in the organizational change process. This article reports the development of the working model and identifies some lessons learned. The purpose of this article is threefold: (1) to inform about quality developments in the County of Los Angeles, (2) to present the working model as a point of departure for dialogue about the role which quality criteria might play in strengthening local governments more broadly, and (3) to consider the working model's possible use in facilitating shared mutual learning across geographic and other boundaries electronically.     

Education and training in public administration: transference of segmenting organizational behavior

Organizations can survive, let alone progress, only if they carry out meaningful transactions with society at large. This process requires they differentiate their “organizational being” to respond to clientele needs and/or user demands. The inherent problem is that these differentiated structures may become segmented into tightly closed systems, being in effect organizations within organization characterized by self-serving vested interests. Expediency becomes the operating rule. Segmentation is common to all societies, but it is especially prevalent in situations of decline.

Advanced in this discussion is that the segmentation process may be accelerated and consolidated by in-house training and education, and especially by those of a public management character. A plea is made for universities to become more actively engaged in (a) the preparation and placement of “quality” educated persons and (b) the search/development of new public organization.     

Public–Private Partnerships in Urban Regeneration: Democratic Legitimacy and its Relation with Performance and Trust

Public-private entities set up specifically to manage and implement urban regeneration projects have been observed across several nations. In these urban regeneration partnerships, public and private partners often work together to improve languishing neighbourhoods. One of the core ideas driving the establishment of these partnerships is that, in order to more effectively tackle the challenging regeneration process, these organisations should function at arm's length from the political institutions that oversee them.

A specific question concerning these partnerships is how representative mechanisms work and how the partnership process is linked to traditional representative bodies or in other ways is connected to principles of democratic legitimacy. This paper explores the so-called democratic legitimacy of urban regeneration companies, as a form of public–private partnership, in more detail. It makes a distinction between three types of democratic legitimacy: accountability, voice, and due deliberation. Using material from a survey among managers of urban regeneration companies (URCs) in The Netherlands, this paper examines the impact of these three forms of democratic legitimacy on outcomes and trust of these URCs.

The results show a fairly strong correlation between some criteria of democratic legitimacy, especially due deliberation on the one hand and performance and trust on the other hand.     

“I Teach Them Correct Principles and They Govern Themselves”: The Leadership Genius of the Mormon Prophet Abstract

Abstract

In an age characterized by “strong-man” or “leader-centered” leadership styles, Joseph Smith, the Mormon Prophet, set himself apart by leadership behaviors that centered in the conviction that the world of human interaction is governed by interpersonal and moral laws in just the same sense that the physical world is governed by the laws of nature. If one could identify these correct or “fixed principles,” and live in harmony with them, one would thereby gain leadership power and influence. From this belief grew his leadership dictum, “I teach them correct principles, and they govern themselves.” Specifically, we note Smith's emphasis on integrity as a foundation for leadership interaction, both in truth-telling and in living in harmony with the correct principles one knows. In addition, Smith underscored the importance of unleashing the creative talent of followers by trusting them with sizeable responsibilities (empowerment, in today's terms), in demonstrating love for followers, and in having the courage to think and act independently of mainstream thought and practice. His chief concerns in selecting a leadership team included his focus on character, building an organizational structure which would institutionalize over time the principles he taught, and then motivating followers in pursuit of challenging goals.