The Politics of “Entrepreneurial” Economic Development Policy of States in the U.S.

“Entrepreneurial” economic development strategies at the state level in the United States, which focus on nurturing home‐grown, high‐growth businesses, lack immediate payoffs for politically powerful constituencies, a condition that would seem likely to limit their appeal compared to the alternative “locational” strategy of attracting large investments from elsewhere. Nonetheless, many U.S. states have added programs with entrepreneurial attributes to their economic development portfolios in recent years. This paper explores how the political obstacles to such programs have been overcome. In a few cases, an institutional innovation in the policy‐making process drew in new participants who provided ideas for and support to programs with entrepreneurial attributes. More commonly, the preferences of executive branch officials, especially governors, appear to have been critical to the enactment and implementation of such programs. This finding suggests that economic development policy making may be more technocratic than is commonly believed.     

“Tell It Like It Is”: Decision Making,Groupthink, and Decisiveness among U.S. Federal Subcabinet Executives

In addition to difficulties gathering and evaluating complete information, cognitive limitations and biases preclude individuals from making fully value‐maximizing choices when making decisions. It has been suggested that, done properly, involving advisors can compensate for individual‐level limitations. However, the “groupthink” tradition has highlighted ways group‐aided decision making can fail to live up to its potential. Out of this literature has emerged a paradigm Janis calls “vigilant problem‐solving.” For this article, we interviewed 20 heads of subcabinet‐level organizations in the U.S. federal government, asking questions about how they made important decisions. Ten were nominated by “good‐government” experts, 10 chosen at random. We wanted to see whether there were differences in how members of those two groups made decisions, specifically, to what extent executives in the two categories used a “vigilant” process. We found, however, that similarities between the two groups overwhelmed differences: As best as we were able to measure, decision making by U.S. subcabinet executives tracks vigilant decision making recommendations fairly closely. The similarity reflects a common style of senior‐level decision making, which we theorize grows out of government bureaucracy's methodical culture. We did, however, develop evidence for a difference between outstanding executives and others on another dimension of decision making style. Outstanding executives valued decision making decisiveness—“bias for action”—more than the comparison group. Perhaps, then, what distinguishes outstanding executives from others is not vigilance but decisiveness. Contrary to the implications of the groupthink literature, the danger in government may be “paralysis by analysis” as much or more than groupthink.     

“E” the People: Do U.S. Municipal Government Web Sites Support Public Involvement?

To what extent do local government Web sites support practical, meaningful public involvement? Fifteen years after the adoption and diffusion of the World Wide Web, the answer to this question remains cloudy and controversial. The promise—and peril—of Web‐based public involvement, known as e‐democracy, has been widely debated. Much of the debate has focused on theoretical abstractions or extrapolations of current political or technological trends. Empirical studies have been limited to reports on pilot projects, case studies, or special population surveys. This paper contributes to our empirical understanding of the question. It reports results of a recent comprehensive survey of official government Web sites in the principal cities of the 100 largest U.S. metropolitan areas. In particular, it examines whether and how U.S. city government Web sites facilitate users’ involvement in local public issues.     

What's So “Special” About Airport Authorities? Assessing the Administrative Structure of U.S. Airports

An ample academic literature discusses airports' utility as economic development anchors for metropolitan areas, yet very little is known about the administrative apparatus of these important local government enterprises. To better understand airport structure and management in the United States, directors of primary airports were surveyed. Based on this national survey, the administrative structure and position of airports with regard to local government—i.e., special district or functional department—were examined to determine the place these entities occupy on the local government management landscape, as well as the implications of retaining airport authorities in studies of special-purpose governments. This essay concludes that airport authorities do not follow the conventional form and function of special-purpose governments. Consequently, analyses of special-purpose governments should exclude airport authorities because these nonconforming entities may cloud rather than clarify our true understanding of special-purpose governments.     

How Values Shape Program Perceptions: The “Organic Ethos” and Producers’ Assessments of U.S. Organic Policy Impacts

Among the more recognizable programs related to natural and sustainable food is the United States Department of Agriculture’s National Organic Program. Although the robustness of the organic food market is difficult to contest, many debate the extent to which U.S. organic policy outcomes adequately serve consumers and the organic agriculture producers they rely on. This paper engages the debate from the perspective of certified organic producers. Drawing on the results of a nationwide survey of USDA‐certified producers, we first provide a snapshot of how producers assess the environmental, consumer, and market impacts of U.S. organic food policy. We then examine the extent to which organic producers’ policy impact perceptions are associated with their alignment with an “organic ethos”—understood as producers’ commitment to core organic principles and the organic movement. The paper highlights producers’ values as perceptual filters and cognitive mechanisms that help shape producers’ policy impacts perceptions, illustrating a contributing factor to the enduring nature of organic policy debates.     

Presidential Address: “A Thousand Petty Fortresses”: Administrative Burden in U.S. Immigration Policies and Its Consequences

Contradictory elements in U.S. immigration policy, reflecting a long‐time struggle between inclusionary and exclusionary views, have resulted in federal legislation filled with compromises and tradeoffs that, at state and sub‐state levels, play out in unclear interpretations and uneven, highly discretionary administration and enforcement of immigration law and policy. This research describes a tool of discretionary administration—administrative burden—that is increasingly used in enforcing immigration law and policies at state and sub‐state levels and presents a theoretical frame for more fully investigating and addressing its consequences. The application and implications of administrative burden are explored empirically and qualitatively in a case study analysis of an enforcement‐oriented policy change in Texas that denied access to birth certificates for some citizen‐children born to Mexican immigrants. To better understand the potential consequences of this and related policies, interviews with immigrant parents and longitudinal data from a survey of children of immigrants are analyzed to assess both short‐term and later outcomes of children who are denied economic assistance and other benefits under policies that impose barriers to their integration into society. The study findings point to serious, adverse consequences for citizen children of state and sub‐state immigration policies that create administrative burden and perpetuate racial discrimination, while simultaneously diminishing the transparency, fairness, and effectiveness of public administration.     

“Grabbing Hand” or “Helping Hand”?: Corruption and the Economic Role of the State

This article seeks to disentangle which features of government intervention are linked to corruption and which are not, by distinguishing between the government roles of regulator, entrepreneur, and consumer. It finds that the degree of regulation of private business activity is the strongest predictor of corruption, and that high levels of public spending are related to low levels of corruption. There is no evidence of direct government involvement in production having any bearing on corruption. It is concluded that advanced welfare capitalist systems, which leave business relatively free from interference while intervening strongly in the distribution of wealth and the provision of key services, combine the most “virtuous” features of “big” and “small” government. This suggests that anti‐corruption campaigners should be relaxed about state intervention in the economy in general, but should specifically target corruption‐inducing regulatory systems.     

The Essence of the “Market Army”

Western armies have undergone substantial organizational‐cultural transformations since the end of the Cold War. Two main themes have been suggested to describe these transformations: postmodernity and post‐Fordism. This article analyzes these profound shifts. The author portrays the new Western army as a “market army,” distancing itself from the “citizen army,” and envisions a continuum between these extreme types. The market army emulates market practices in order to adapt to modern strategic, economic, political, and cultural constraints. What typifies the market army is the subjection of military doctrine to the market, a post‐Fordist structure, a network‐centric hierarchy, market values borrowed by the military profession, the convergence of military and civilian occupations, the commodification of military service, and new contractual forms of bargaining between soldiers and the military. Israel serves as a critical case with which to develop the theory of the market army.     

The class as case: “Reinventing” the classroom

New approaches to public management provide principles by which to organize the classroom as a case. In teaching public management one can enhance learning for practice by modeling, experimenting with, and reflecting upon the principles that one is teaching the students. The principles from the new ideas about public management that can be used to organize the classroom as well are strength through diversity, continuous improvement, teamwork, and empowerment. They represent changes in governing relations across the country and globe within which the new approaches to public management rest; each of these principles has a role in the “reinvented” classroom. Such practices require institutional support of various kinds as well. © 1999 by the Association for Public Policy Analysis and Management.