WILLINGNESS‐TO‐PAY FOR CRIME CONTROL PROGRAMS*

This paper reports on a new methodology to estimate the “cost of crime.” It is adapted from the contingent valuation method used in the environmental economics literature and is itself used to estimate the public's willingness to pay for crime control programs. In a nationally representative sample of 1,300 U.S. residents, we found that the typical household would be willing to pay between $100 and $150 per year for programs that reduced specific crimes by 10 percent in their communities. This willingness amounts, collectively, to approximately $25,000 per burglary, $70,000 per serious assault, $232,000 per armed     

PUBLIC MANAGEMENT IN POLITICAL INSTITUTIONS: EXPLAINING PERCEPTIONS OF WHITE HOUSE CHIEF OF STAFF INFLUENCE

The notion that public managers influence organizational performance is common in public administration research. However, less is known about why some managers are better at influencing organizational performance than others. Furthermore, relatively few studies have systematically examined managerial influence and scholars have yet to investigate either quantitatively or systematically managerial influence in the White House. Utilizing original survey data collected from former White House officials who served in the Reagan, George H.W. Bush, and Clinton administrations, this study applies empirical public management theory to examine for the first time the key determinants that shape perceptions of chief of staff managerial influence. The findings demonstrate how several core concepts in public management theory help explain the dynamics that drive perceptions of managerial influence, thereby providing a new contribution to the literature on public management.     

Where There Is Connectivity,There Is Surveillance

In 2013, NPQ editor Nathan Gardels spoke with Google's executive chairman ERIC SCHMIDT , and the director of the Google Ideas think tank, JARED COHEN , about their new book, The Digital Age: Reshaping the Future of People, Nations and Business.     

Japanese Society and Delinquency

Juvenile crime rates in Japan have been increasing as adult rates decline. The rise is produced mainly by an increase of minor offenses in the youngest (aged 14–16) age-group of offenders. To some extent this reflects a real change in the behavior of Japanese children. To a greater extent, we believe, it reflects a change in the behavior of the agents of juvenile justice, who are increasingly assuming jurisdiction over behavior that was formerly the responsibility of family, community, and school.