Theorizing Implementation of Public Management Policy Reforms: A Case Study of Strategic Planning and Programming in the European Commission

As a measure to rectify the European Commission's "management deficit," the institution's authorities decided to introduce new forms of commission-wide strategic planning and programming in 2000. Drawing on semistructured interviews with Commission officials, this article tracks the key turning points, trajectories, and outcomes of events within the implementation stage of this part of the Commission managerial reform. As an instrumental case study, the article begins to theorize the process of implementing public management policy change. Major conceptual issues addressed include how reform decisions serve to activate the social mechanism of actor certification and how actor conduct amplifies such certification. Actor certification provides a link from reform choices to organizational change. In this respect and others, the research argument contrasts and integrates social theory mind-sets deriving from institutionalism and social interactionism (processualism) in line with research trends in historical sociology, organization science, and public management.     

RELIGION,ATTRIBUTION STYLE,AND PUNITIVENESS TOWARD JUVENILE OFFENDERS*

A growing body of research shows that adherents to conservative Christian beliefs are more punitive than others in their response to crime. A frequently offered but still untested explanation is that such beliefs promote a dispositional attribution style—the idea that crime results from the offender's character, not from unfortunate or unjust environmental influences. With punitiveness toward juvenile offenders as the dependent variable, the present study directly tests the hypothesis that a tendency to attribute crime to dispositional factors is the intervening variable linking conservative religious beliefs to punitiveness. The analysis provides strong support for the hypothesis.