百年变局下的国际格局调整与中国引领新型周边关系

全球抗疫防疫堪称百年未有之大变局中具有历史影响的疫情政治经济学创举,为迈入后疫情时代的全球经济和国际政治新历程作出新的诠释和导引。启迪人们思考后疫情时代,我们将面对一个什么样的世界经济格局、什么样的全球治理体系、什么样的大国关系,乃至最终归结于什么样的中国未来。疫情引发的全球公共卫生危机和世界经济萧条与危机,导致国际政治经济格局出现重大调整,并为中国引领新型周边国家关系带来新的发展机遇。中国在实践中凝练的抗疫成果为中国与周边国家开展经济合作夯实了基础和提供了契机;“一带一路”建设成为中国周边地区的融合区和重启的首要之地;中美大国关系对中国周边地区的和平稳定起到决定性作用,只有大国关系稳定,周边国家的关系才可防可控可稳。严峻的全球疫情使人类愈发强烈感受并意识到,人类命运共同体已不是缥缈的理念和抽象的概念,每个国家的利益和命运已经与世界相互嵌入、环环相扣。东亚国家在疫情挑战面前选择了团结合作与同舟共济,RCEP的签署必将为促进东亚发展繁荣增添新动能,必将增强区域共同体意识。     

Tribal Gaming and Educational Outcomes in the Next Generation

Following a series of federal policy changes and court rulings in the late 1980s, over 400 casinos owned by Native American tribes were opened throughout the United States, and expanded tribal gaming has transformed the economic development trajectories of many American Indian tribes. While most existing evaluations of tribal gaming's impacts focus on contemporaneous effects, the present paper evaluates whether the advent of tribal casinos affected educational outcomes in the subsequent generation of American Indian children. I assemble data on the adult educational outcomes of 11,647 American Indians across 36 counties who were children when a local casino was opened. I use these data to compare individuals who were relatively young at the time of a casino opening, and therefore had greater exposure to post‐gaming socioeconomic conditions, and individuals who were from the same county but were relatively old at the time of a casino opening, while also exploiting differences in the relative sizes of tribal gaming operations. Using this approach, I estimate that exposure to an average‐sized gaming operation during childhood increased adult educational attainment by .328 years and increased the probability of high school graduation and post‐secondary degree completion by 5 to 14 percent. No substantive improvements in adult educational outcomes are observed among white children from the same counties. The magnitudes of the estimates imply a relationship between family income during childhood and educational achievement that is similar to previous research within other low‐income populations.     

Managing in the Nonprofit Sector

Books reviewed in this article:
Paul C. Light, Making Nonprofits Work
Steven J. Ott (ed.), Understanding Nonprofit Organizations
William B. Werther, Jr. and Evan M. Berman, Third Sector Management     

20世纪的资本主义与社会主义

20世纪初列宁做出的关于帝国主义的论断被两次世界大战和社会主义国家的兴起所证实。20世纪是资本主义和社会主义并存的世纪。二者之间不仅有对抗和战争,而且有学习和借鉴。资本主义后来发生的变化是列宁未能预见到的。20世纪末苏东剧变的原因之一是斯大林模式的僵化。这种僵化固然与斯大林本人形而上学的思维方式有关,但其后继者未能改变这种状况,反而造成悲剧性结局。回顾20世纪的历史可以得到以下认识:社会主义的理论所以成为科学是因为立足于资本主义的现实;社会主义的现实不同于社会主义的科学理论;社会主义建设必须从现实出发,而不是从理论出发;社会主义的发展离不开改革开放。     

关于领导干部家风问题的思考

领导干部的家风如何,对党风、政风和社会风气有重要影响,领导干部的家风建设要从改善夫妻关系、亲属关系和邻里关系入手,其关键在于确立正确的权力观、亲情观、名利观和行事观.     

Managing the grassroots and assessing its performance

This paper examines the increasingly popular advocacy activity of grassroots management. The success of many US government relations programmes depends heavily on the involvement and support of the organisation's grassroots networks. This paper provides a brief introduction to the grassroots, provides a number of methods for understanding and assessing grassroots performance and examines some of the key organisational considerations for institutionalising grassroots performance assessment into an organisation. Copyright © 2003 Henry Stewart Publications     

Public Administration in the Twenty-First Century

Books reviewed in this article:
Donald F. Kettl, The Transformation of Governance: Public Administration for the Twenty-First Century America
Lester M. Salamon (ed.), The Tools of Government: A Guide to the New Governance
H. George Frederickson and Kevin B. Smith, The Public Administration Theory Primer     

Interdisciplinary problem-solving: Next steps in the Greater Yellowstone Ecosystem

The Greater Yellowstone Ecosystem, a 7.6-million-hectare region in the Central Rocky Mountains of the United States, is used to illustrate both the challenges and means to improve problem solving in the natural resources arena. The challenges in this world-famous region are contextual (rapid change, growth, pluralism, complexity, state/federal conflicts, and lack of a common perspective), institutional (multiple organizations with overlapping authority and control and disparate mandates, uneven leadership, lack of creativity in problem solving, and resistance to change), and human (diverse perspectives and values and epistemological limitations). To overcome these challenges, an interdisciplinary method that integrates knowledge to improve policy making is briefly described. It provides a framework with a comprehensive set of categories to use in investigating and analyzing problems and inventing alternatives for substantive, process, and structural improvements. Five programs or interventions, all of which are based on this method, are suggested to address the challenges facing Greater Yellowstone: (1) workshops for capacity building, (2) leadership, staff development, and student internships, (3) case analyses and appraisals for policy learning, (4) problem-solving exercises and decision seminars, and (5) prototyping exercises to improve interdisciplinary and interagency coordination. These are described, examples given, and benefits outlined.     

Managing in the Regulatory Thicket: Regulation Legitimacy and Expertise

Although the influence of government regulation on organizations is undeniable, empirical research in this field is scarce. This article investigates how the understanding of and attitudes toward government regulation among public, nonprofit, and for‐profit managers affect organizational performance, using U.S. nursing homes as the empirical setting. Findings suggest that managers’ perceptions of regulation legitimacy—views of regulation fairness, inspectors’ effectiveness, and internal utility of the mandates—positively affect service quality. Subgroup analysis suggests that managers’ views of regulation matter in nonprofit and for‐profit organizations but not in public organizations. In nonprofit homes, performance declines when managers report higher regulatory expertise—better knowledge of the regulatory standards. In for‐profit facilities, frequent communication with regulators lowers quality. These findings suggest that the regulated entities’ views of government regulation are central to their success, which necessitates improvements in the regulatory process.