Explaining the Forced Exit of Charles Kennedy: Pushing the Public–Private Boundary

The demise of Charles Kennedy as leader of the Liberal Democrats (1999–2006) has generally been understood as an unfortunate consequence of Kennedy's struggle with alcohol dependency. Others have suggested that Kennedy was removed because he proved a poor party leader. In contrast, this article argues that the alcohol issue was of key importance, yet that this factor overlapped with the wider depletion of Kennedy's leadership credibility. It is also suggested that Kennedy's removal was in part a consequence of the continued erosion of the boundaries between public and private life in British politics.     

Do revenue forecasts influence budget setting? A small group experiment

This article reports on the results of a small group experiment relating the effects of situational and psychological factors to the use of revenue forecast information on budgetary decision-making. The results suggest objective information is not completely ignored because of conditions in the budgetary environment and that one's role in the budget process influences how objective information is used. The results also indicate that some useful insights for budget theory are possible from small group experiments.This research is part of the Public Management Information Systems Project. The authors would like to gratefully acknowledge the helpful comments provided on earlier drafts of this paper by William Ascher, Joseph Lipscomb and two anonymous referees.     

Lumpy preference structures

A widely held and durable normative position has been that policy analysts should attempt to estimate the evaluative reaction of those who will be most directly affected by a government sponsored or regulated technology. The premise of applied welfare economics is that citizens would divide, substitute and additively recombine their assessments of the project's impacts in the same manner. This paper outlines an alternative theory by arguing that citizen preferences will often be contingent upon, rather than divisible from, the substantive and procedural characteristics of the context in which a choice takes place. Moreover, one can predict that the manner in which these evaluations are substituted and recombined will vary with the internal structure of one's value and belief system. By representing that system in terms of a hierarchical model composed of four factors — common orientation, procedural judgment, desire for personal control and substantive evaluation — it is argued that the evaluations of a project will be combined by way of interactive, indirect and non-recursive relationships as well as the common additive expectations. Some of the implications of this alternative theory for policy analysis are explored.