More dissimilar than alike? Public values preferences across US minority and white managers

Interest in public values has grown considerably over the past two decades. Much of this attention reflects a growing awareness that public values hold considerable significance for citizens and public employees. Yet, despite the rapid expansion of research on public values, we still know little about the role of race in shaping and determining public employees’ values preferences. To begin remedying this gap, this article examines whether minority and white public managers in large US local governments exhibit the same value preferences when making departmental decisions. Results from a multiple group confirmatory factor analysis indicate that minority and white managers express similar preferences for traditional public administration values; however, minority managers report a stronger preference for both traditional public administration (e.g., efficiency and effectiveness) and social equity‐oriented (e.g., equity, representation) values.     

Family Firms,Networks and ‘Ethnic Enterprise’: Chinese Food Industry in Britain

Chinese family enterprises in the United Kingdom have penetrated many different sectors of the economy, including restaurants, wholesaling, retailing, trading, manufacturing, property development, computer services and investment holding. Among the companies in these sectors, those involved in different segments of the food industry, as manufacturers, retailers and wholesalers, reputedly feature characteristics of Chinese culture. A majority of these enterprises, for example, function as family firms. This study explores the assertion that, among companies owned by ethnic minorities, culture strongly influences form of business development. This argument will be assessed through a focus on Chinese food-based enterprises in the UK. Two family-controlled companies, Seven Seas (Frozen Food) Ltd and Dayat Foods Packaging Ltd, were selected as case studies as they are involved in key business components of the Chinese food chain industry. Through an in-depth comparative study of the history and development of these two firms, we consider the argument that Chinese businesses have evolved well because of family ties and their inclusion in mutually-beneficial ethnically-constructed networks. Through these case studies, we provide an alternative perspective to diasporic Chinese business development which brings into question the extensive use of the concept of ethnic enterprise.

Law Enforcement Fusion Centers: Cultivating an Information Sharing Environment while Safeguarding Privacy

The national network of fusion centers, of which there are currently 78 nationwide, was created in response to the terrorist attacks of September 11, 2001 and continue to play an integral role in contemporary law enforcement. Their mission, put simply, is to facilitate information sharing across disparate agencies and organizations. Despite a significant presence within the law enforcement landscape, fusion centers have received relatively minimal scholarly attention. This limited literature alludes to operational challenges and public concerns that inhibit fusion center effectiveness. More specifically, little information is known about how fusion centers develop relationships with external partners as well as institute mechanisms to safeguard against violations of individual privacy. The present research employs a combination of national survey data and three in-depth case studies of fusion centers in Florida, Nevada, and Michigan to provide initial answers to these questions. Implications for improved policy and practice are discussed.     

Chinese networks and enterprise development: Malaysian investments in China

This study assesses the argument that common ethnic identity has facilitated the creation of transnational business networks leading to the rise of a new economically powerful “global tribe” comprising ethnic Chinese from East and Southeast Asia. The primary contention in this article is that a network with the economic clout of a “global tribe” would entail interlocking stock-ownership ties, a sharing of resources and cooperation to the point of merger. Through an in-depth analysis of investments in China by ethnic Chinese from Malaysia, this article proves that even major Chinese-owned companies have little or no interlocking stock ownership and directorate links, either domestically or across borders, with other Chinese-owned companies. The growing inflow of investments into China by ethnic Chinese from Southeast Asia is primarily due to endeavours by government leaders in the region and China to encourage businesses to invest in the Mainland.