Technology transfer in a diversified, Global Manufacturing Company

Technology transfer is one manifestation of a corporate culture of innovation at 3M that includes elements of reward and recognition, emphasis on communication and a toleration of mistakes as learning experiences, not occasions for punishment. Within this context, the company's microreplication technology offers an example of what can be accomplished. The technology involves making microscopic changes to the surface of materials, which influence their behavior. It was developed in the 1960s to produce the lightweight and inexpensive plastic fresnel lenses that made possible the first economical overhead projectors for classroom and business use. Since then, many additional applications have been discovered. These include brightness-enhancement films for laptop computer screens, brighter reflective materials for highway safety, super-abrasives for microfinishing of precision metal parts and even a mechanical fastener for disposable diapers. Many additional applications are anticipated as the company's scientists continue to refine their understanding of the technology.     

Non‐Departmental Public Bodies Under the Howard Governments1

There has been both continuity and change in the use of non‐departmental public bodies (NDPBs) during the Howard years. In terms of continuity, the statutory authority and its incorporated version, the statutory corporation (in whose development late 19th and early 20th century Australian governments played such an important part), have remained in wide use. In terms of change, however, two other NDPB forms offered some challenge to its popularity. The government‐owned company came to be a preferred form for government business enterprises (GBEs) and, more recently, for many other non‐commercial public activities as well. And the executive agency, first making its Australian appearance in 1999, seemed initially to be another significant challenger, but its numbers, never great, were soon cut back. The article examines these trends, relating them to several relevant systemic inquiries and policy changes, notably the Humphry review of the governance of GBEs, the final settlement (in 1997) of the package of financial management acts, the Uhrig inquiry of 2003 and the system‐challenging pressures that have followed it. Commonwealth participation in joint (Commonwealth/subnational and Commonwealth/private) activities is also noted, as is the lack of ‘fit’ of the Australian experience with international theorising about ‘agencification’. Finally, the article seeks to identify the leading figures within the Howard governments who have been directing both the changes and the continuities involved in these developments.     

Informational limits to democratic public policy: The jury theorem, yardstick competition, and ignorance

Condorcet’s jury theorem provides a possible explanation for the success of democracies relative to other forms of government. In its modern form, the jury theorem predicts that majority decisions are well informed, because they are based upon far more information than possessed by any single individual. On the other hand, it is evident that democratic politicians and policies are not always as good as the jury theorem implies they should be. This paper uses simulated elections to explore the power and limitations of majority rule as an estimator of candidate quality or policy effectiveness. The simulations demonstrate that slightly informed voters can make very accurate choices among candidates using majority rule. However, as the ratio of slightly informed voters relative to ignorant voters falls, the accuracy of majority decisions declines. The latter implies that institutions, policies, and technologies that promote the dissemination of information also tend to improve the efficiency of democratic governance.     

Political Science and Public Administration: The Saga of a Difficult Relationship

This paper is based on 'The perennial ugly duckling — public sector education in tertiary institutions before and after Coombs', an invited contribution on management education delivered at the Sydney Academics Symposium on the Coombs Commission in Retrospect, IPAA National Conference, 28 November 2001.