The Agent–Structure Problem and Institutional Racism

My aim here is to demonstrate the relevance of meta-theoretical speculation to policy design and implementation through an examination of the agent–structure problem. I then apply this problem to the concept of institutional racism as developed in the Macpherson inquiry into the death and subsequent police (mis)investigation of black teenager Stephen Lawrence. When considered through the lens of the agent–structure problem, the account of institutional racism developed in the Macpherson inquiry still lacks a solid analysis of the structural causes that help explain the phenomenon. Policies developed on the basis of the account will necessarily fail to address some of the causes of institutional racism. Careful attention to the agent–structure problem can help illuminate potentially unexplored areas of the social field that might help in controlling or eradicating racism.     

The Pitfalls of South Africa's "Liberation"

In recent years, the figurative face of politics in America often quite literally has become the face of a celebrity. This trend finds citizens in democratic society willing to yield up their political consciousness to media-created celebrities. Drawing on the theories of Michel Foucault and Jean Baudrillard, this article argues that the investiture of authority in celebrities represents a continuation of the trend by which social bodies operate as the site where relations of power are played out, and by which the media serve as a means in which real democracy has been replaced by a simulated one. Alongside grassroots participation, and in some cases leading it, society is incorporating a new language that deploys celebrities as chief vehicles for the simulation of political consent, thereby overcoming public apathy, and buttressing the existing political order.     

David Riesman and <Emphasis Type="Italic">The Lonely Crowd</Emphasis>

The reception of David Riesman’s classic sociological work The Lonely Crowd exemplifies both the possibilities and perils of the work of public intellectuals. The book was almost universally misread as a paean to inner-direction, and a lament upon the decline of the independent American spirit. But it was something rather more different, and more complex, than either of these things.     

The Media,the Peace Dividend and ‘Bread and Butter’ Politics

In December 2007, Northern Ireland's newly elected First and Deputy First Ministers, Ian Paisley and Martin McGuinness, were pictured sitting happily together on a read leather sofa at the new IKEA superstore in Belfast. It was an image that served as a powerful symbol of the region's political transformation and economic optimism. Yet, within months of this photo opportunity, global financial crisis and economic recession shattered hopes that a meaningful, economic ‘peace dividend’ would underpin the new political dispensation. This article takes a critical look at the media's role in conflict transformation in Northern Ireland; how they projected new and more positive images of life in the region and chronicled the daily business of ‘bread and butter politics’. However, it also identifies chronic decline among some sections of the regional media, particularly Belfast's daily newspapers, just when they are needed to monitor and debate political decision‐making in a time of austerity.     

The military and bureaucracy in Greece – 1967–1974

This article attempts to examine and analyse the Greek military regime's (1967-1974) relations with the country's administrative apparatus. After briefly tracing the historical and ecological dimensions of these two institutions the article analyses their relations during the 7-year period on the basis of Eckstein and Gurr's superordinate-subordinate theoretical framework. The relevant data, which include interviews with senior civil servants as well as military officers, indicate that due to the nature of their profession, which emphasizes discipline and strict subordination, the military as political governors create an atmosphere to which the less regimented and more give-and-take-oriented bureaucracies have difficulty becoming accustomed. Military regimes and administrators do not enjoy the best of relations.     

The Changing Nature … and Costs … of Election Administration

Changes during the last decade have significantly altered the nature of election administration and driven up its costs. Interviews with practitioner representatives from the elections community reveal a number of issues that continue to influence this field. Expense data from two counties illustrate how policy changes affect election costs. Scheduled ending of federal funding threatens a “perfect storm” in election finance that may undermine hard‐won advances from 2000 to 2010. Possible cost reduction measures as well as critical challenges facing election administration are forecast for 2010 and the years ahead.     

The Market Turn in EU Governance—The Emergence of Public–Private Collaboration

The question asked here is how the horizontal relationship between public and private actors, with the overall aim of delivering public service, is squared with the requirement of democratic accountability according to the traditional model of command and control. Empirical analysis of the European satellite navigation program (Galileo), the European Investment Bank and health, and the European Financial market (the Lamfalussy model) shows that efficiency is at the forefront of the collaborations. Democratic accountability is assumed to take place because there is a formal chain of delegation. However, the private actors are not part of that chain and their accountability is never addressed. The market turn in European Union governance has opened up for private authority and emphasis of output legitimacy. It has not opened up for democratic reforms according to the very authority system of governance. We are dealing with a governance turn and yet it is still government.     

IS Success and Failure—The Problem of Scale

In the midst of Implementing Electronic Government (IEG), the almost knee-jerk reaction of our political elite seems to be to embrace hugely ambitious Information Systems (IS) solutions to public-sector operations. Problem after problem has been viewed as solvable by throwing some big IT at it. However hindsight and a wealth of evidence and examples shows that overly large-scale public-sector IT projects do not work and persistently end in failure and costly waste. In this article we consider IT projects 'failures' and the combination of social and technical factors that contribute. We illustrate our argument with more detailed reference to the Connecting for Health agenda, part of the NHS National Programme for IT. We suggest 'think local, think modular' to build on good practice and advocate use of the government's own 2004 eGovernment Interoperability Framework (eGIF) to learn lessons from past IT project catastrophes.