Regulation as the Mother of Innovation: The Case of SO2 Control*

This paper explores the relationship between government actions and innovation in an environmental control technology—sulfur dioxide (SO₂) control technologies for power plants—through the use of complementary research methods. Its findings include the importance of regulation and the anticipation of regulation in stimulating invention; the greater role of regulation, as opposed to public R&D expenditures, in inducing invention; the importance of regulatory stringency in determining technical pathways and stimulating collaboration; and the importance of regulatory‐driven technological diffusion in contributing to operating experience and post‐adoption innovation in cost and performance. A number of policy implications are drawn from this work.     

THE USE AND EFFECTS OF FINANCIAL PENALTIES IN MUNICIPAL COURTS

With prison, jail, and probation caseloads overloaded, financial penalties appeal as alternative sanctions. Using probation data for cases sentenced in municipal courts, this paper presents regression analyses suggesting that judges tended to employ rational discretion in imposing economic sanctions, for monetary assessments without jail were most likely to be given to low-risk offenders and assignment of probation alone and jail terms was most strongly influenced by offense. The amount of the financial sanction was also significantly related to the type of crime. Controlling for individual attributes and offense, the odds of subsequent arrest and incarceration were significantly less for those given a financial penalty than for those receiving a jail sentence.     

THE ROLE CONCEPT IN JUDICIAL RESEARCH

This article addresses the state of research which uses role concepts to explain the process of making decisions in legal institutions. After identifying several important limitations of previous research, a new scale—measuring normative orientations toward discretion—is proposed. The results of administering this scale to samples of Iowa and California judges suggest that the measure is fairly reliable, and an argument is made in favor of its validity. The article concludes with some observations on the importance of measurement in research on the legal process.     

DELINQUENT PEERS,BELIEFS, AND DELINQUENT BEHAVIOR: A LONGITUDINAL TEST OF INTERACTIONAL THEORY*

Three theoretical models of the interrelations among associations with delinquent peers, delinquent beliefs, and delinquent behavior are examined. The socialization model views delinquent peers and beliefs as causally prior to delinquent behavior, whereas the selection model hypothesizes that associations with delinquent peers and delinquent beliefs are a result of delinquent behavior. The interactional model combines aspects of both the socialization and the selection models, positing that these variables have bidirectional causal influences on one another over time. Data to test for reciprocal causality are drawn from three waves of the Rochester Youth Development Study. Results suggest that simple unidirectional models are inadequate. Associating with delinquent peers leads to increases in delinquency via the reinforcing environment of the peer network. Engaging in delinquency, in turn, leads to increases in associations with delinquent peers. Finally, delinquent beliefs exert lagged effects on peers and behavior, which tend in turn to “harden” the formation of delinquent beliefs.     

People: hearts and minds. The City of Mississauga,Canada

The City of Mississauga is located on the western boundary of the Greater Toronto Area (GTA) in Ontario, Canada. As a municipality it is undergoing rapid urban growth, pressure from citizens to keep the taxes down, political pressure to reorganize the surrounding municipal areas, rapidly changing technology, increasing competition for economic development and increasing demands for high level services from its citizens. This article will indicate how, in the face of the challenging demands of the '90s, the city is making a significant shift in the ‘culture’ of the organization. The City is moving from a traditional style of management emphasizing control to one that stresses leadership and empowerment of the workforce. It involves changing from a hierarchical bureaucracy to an organization that is more flexible, responsive, innovative and creative with a strong customer focus. To meet the demands of this shifting culture there needs to be a highly skilled workforce. There are a number of initiatives in the City to accomplish this ‘cultural shift’. This article deals with the continuous learning aspect called Capability Development, focusing on Team Effectiveness, Continuous Improvement and Customer Service. We developed two phases for the learning. Capability Development Phase I outlined the concepts and tools for managers at all levels to be able to support the learning required to accomplish the ‘cultural shift’. Phase I included the City Strategic Plan, Management Strategy and Human Resources Vision and practical management tools. Phase II was designed for front line staff working in their ‘intact teams’. It incorporates the concepts and tools from Phase I and is being delivered by trained volunteer facilitators within the City. We will discuss the process, the results and learnings we have discovered on our journey.