Notes for Contributors

<正>Global Review is a bilingual(Chinese and English) bimonthly in IR category,the first of the kind in China,published by SIIS and the co-publisher Shanghai Association of International Relations.We invite contributions submitted by Chinese as well as foreign scholars and practitioners that bearing on the subjects of building Chinese IR theories and policy proposals for China's foreign strategy and foreign policy.A columnOverseas essaysis so designed to carry foreign experts' articles in English or in Chinese.     

Notes for Contributors

<正>Global Review is a bilingual (Chinese and English) bimonthly in IR category, the first of the kind in China, published by SIIS and the co-publisher Shanghai Association of International Relations. We invite contributions submitted by Chinese as well as     

Notes for Contributors

Global Review is a bilingual(Chinese and English) bimonthly in IR category,the first of the kind in China,published by SIIS and the co-publisher Shanghai Association of International Relations.We invite contributions submitted by Chinese as well as     

Notes for Contributors

<正>The Global Review is a bilingual(Chinese and English) bimonthly in the field of international relations,the first of its kind in China,and published by SIIS in cooperation with the     

Notes for Contributors

<正>The Global Review is a bilingual (Chinese and English) bimonthly in the field of international relations,the first of its kind in China,and published by SIIS in cooperation with the     

Notes for Contributors

Global Review is a bilingual (Chinese and English) bimonthly in IR category, the first of the kind in China, published by SIIS and the co-publisher Shanghai Association of International     

Notes on Contributors

This article draws from a major research project examining the impact of various forms of municipal consolidation in Australia and New Zealand. Its wide-ranging research involved studies of 15 cases of different forms of consolidation, including amalgamation, together with a series of interviews with senior practitioners from the local government sector. Data revealed little evidence of consistent economies of scale from consolidation, however both case studies and interviews indicated that consolidation generated economies of scope and what may be termed ‘strategic capacity’. While it was not possible to disaggregate the data for particular sizes of local authority, enhancement of strategic capacity was more obvious through processes of consolidation in larger ones and less so in smaller, more remote ones.     

Notes on Contributors

In the 1990s, several public corruption scandals were uncovered in Sweden. This article focuses specifically on local corruption, and our purpose is to examine whether a case can be made that problems of public corruption in Swedish municipalities have increased. By applying instruments from the institutional rational choice framework, we reach the conclusion that there are indeed reasons to suspect that retrenchment initiatives and organisational reforms over the last two decades, often labelled ‘new public management’, have increased the risk of corruption. Although hard empirical data do not yet exist, the suspicion that public corruption in Swedish municipalities may have become an increasing problem cannot be disregarded. Hence, we conclude by calling for further empirical research in this field.     

Notes on Contributors

Social services departments have been an integral feature of local authorities in England for delivering social services since 1970 with a distinct identity, a largely uniform set of social service functions and similar organisational structure. This model of a unified social services department has survived major structural reorganisations in local government, the community care initiatives and social services modernisation agendas. This paper reviews recent government initiatives to promote closer collaboration between health and social services and identifies the different models now in place or being put into place. These include formal partnerships, integrated management, integrated care trusts and the example of fully integrated health and social services trusts. The paper considers whether such developments along with the establishment of new children's trusts will finally mean the disintegration of local authority social services departments, whether the Seebohm vision has been abandoned and what future there is for social care within local government.