REVIEW ARTICLE: MILITARY SPACE POLICY: DEBATING THE FUTURE

Colonel Bruce M. DeBlois, USAF (ed), Beyond the Paths of Heaven: The Emergence of Space Power Thought (Maxwell AFB, AL: Air University Press, 1999). Benjamin S. Lambeth, Mastering the Ultimate High Ground: Next Steps in the Military Uses of Space (Santa Monica, CA: RAND, 2003). Major M.V. Smith, USAF, Ten Propositions Regarding Spacepower (Maxwell AFB, AL: Air University Press, 2002). Brigadier General Simon P. Worden, USAF and Major John E. Shaw, USAF, Whither Space Power? Forging a Strategy for the New Century (Maxwell AFB, AL: Air University Press, 2002).     

SPACE WARFARE: A MARITIME-INSPIRED SPACE STRATEGY

In an attempt to formulate a spacepower strategy, various strategists have noted the similarities of space operations to those of air and naval operations. Consequently, many have attempted to derive a space theory through analogy and comparison to either airpower or sea control strategic models. Both air and naval models fail, however, to capture the breadth of issues regarding space operations and strategy; yet, by expanding the purview of naval operations to include those of maritime operations, which includes the interaction of land and sea, the nature and scope of space operations can be fully encompassed. By using Sir Julian Corbett's maritime model, a space theory and associated principles can be subsequently derived to predict concerns and develop ideas not currently recognized.     

TRANSITION: TAKING OVER POWER IN 1983

Abstract: From 1979 the Labor Party had devoted considerable attention to planning for a future administration. It came to power with a detailed scheme covering the organization of cabinet, relations with caucus, the internal organization of the public service and public authorities. With the cooperation of a well-prepared public service the transition appeared smooth and well coordinated. The decision taken by senior ministers, with the subsequent approval of caucus, to create an "inner" cabinet may cause future tensions with the outer ministry and in their relations with caucus. It also had an impact on the structure of cabinet committees. The committee system, designed to reduce the workload at cabinet meetings, appeared to function well in the first three months. Compared with 1972, relatively few changes were made to administrative arrangements and the appointment of ministerial staff proceeded smoothly.     

ECONOMIC DEVELOPMENT AND ADMINISTRATIVE POWER THEORY: A COMPARATIVE ANALYSIS OF STATE DEVELOPMENT AGENCIES*

The ability of state leaders to influence economic growth and diversity within their states is a disputed issue within the literature on state economic development policy-making. This research contributes to this debate by developing comparative measures of state development agency power drawn from the emerging theory on organizational power. If state policy leaders have independent control over the economic performance of their states and if that influence is exercised through the administrative unit responsible for that activity, states which have supplied their agencies more resources and freedom in using those resources should outperform those states which have not.     

COUNTERVAILING POWER AND A GOVERNMENT PURCHASING COMMISSION: AN OPPORTUNITY TO PROMOTE INCREASED COMPETITION IN AUSTRALIAN INDUSTRIES.

Abstract: Recent moves by both Labor and Liberal Governments in Australia indicate increased awareness of the possibilities that a centralized government purchasing body may be able to secure economies in purchasing large quantities of a wide range of goods used by government departments, agencies and commissions, and also that such a purchasing authority can be used as an instrument with which to put into effect government policies concerned with supporting a particular industry or geographic area. The argument in this paper elaborates on this theme. It is suggested that a centralized purchasing authority should act, using its countervailing power, to secure cost savings which would not only provide benefits to government departments, but which could also be passed on to the general public. For these savings to be achieved, significant changes would have to occur in the relatively passive system of tendering which characterizes most government purchases. The government purchasing body would need actively to induce some real competition between rival tenderers, if need be playing one bid against the other. A government contract would be awarded only on the condition that the lower price offered the government was, in fact, also passed on to the general public. Thus both the public and the firm would benefit; the public by paying lower prices and the firm by the extra demand likely to be generated for its product, as well as the security of the government contract. Of course, such a purchasing policy could only be followed against firms with significant market power and excess profits. Even if such a policy were followed for a small number of products, the result could be greater efficiency and lower prices for all consumers of these products.     

BEATING THE ODDS: MAYORAL LEADERSHIP AND THE ACQUISITION OF POWER

During a time of dwindling resources, Boston Mayor Kevin White acquired a significant amount of power. This was in contrast to the experiences of other mayors during the 1960s and 1970s and to the predictions for mayoral leadership in general. Examining the paradox of White's administration underscores the need for politically skillful executives. Effective political skills include the ability to perceive resource opportunities, to select the appropriate strategies and to choose the best arena in which to operate. While all mayors have access to resources, they do not always use them effectively. Resources must be conserved, protected, and pyramided. Focusing on White's role as a power accumulator, his use of federal money, and his shift from audience and media politics to constituent and organization politics, this article examines how a mayor expands his political capital in an environment of limited resources. The major themes that emerge are the importance of political skills and political organization to strong mayoral leadership.