Equality and Distributions of Inheritance in Families

Inheritance distributions in families involve people in deciding about the meaning and application of equality. Using a distributive justice perspective, this study used hypothetical vignettes to examine 89 older adults' judgements about inheritance distributions to children under systematically varied conditions related to a child's relative deservedness or need. Participants endorsed the cultural norm of equal distribution where there was little information about circumstances. When they knew an adult child's circumstances, 80 percent of participants qualified their adherence to equality in situations that evoke other distributive principles which are important in families, for example, reciprocity and responsiveness to need. Decisions about inheritance distributions involve adapting social norms to different family circumstances, taking account of specific roles and relationships, and giving personal meanings to the concept of equality.     

Building horizontal coordination in Sri Lanka

Horizontal coordination is a focal topic in contemporary public management. However, greater attention has been given to developed states while developing countries struggle to improve the quality of public service delivery amidst skills shortages and siloed organisations. This article presents a foreign‐funded training programme designed to promote horizontal coordination at the most local level of government in a developing country, Sri Lanka, and analyses the factors that contributed to its success. Using data collected through participant surveys, focus groups, and programme‐related projects, the article shows how the formation of a “locally directed, donor‐supported” programme aligned with national development priorities that enabled the country‐level partner institution to deliver a programme that improved horizontal coordination and enhanced delivery of public services. Although findings confirm the importance of contextualising programme design, content, and delivery for achieving aid effectiveness, a novel conclusion was that the participation of elected officials alongside career public servants greatly contributed to the programme's success by creating new levels of trust and facilitating more productive working relationships between key stakeholders, culminating in improved outcomes for local communities. This suggests that elected officials can play a key role in building horizontal coordination in developing nations.     

Between Devolution and Direct Rule: Implications of a Political Vacuum in Northern Ireland?

It is over a year since the collapse of the devolved administration at Stormont, which left one region of the United Kingdom without a functioning executive. Reluctance to introduce direct rule from Westminster reduced Northern Ireland to a desiccated form of governance. This article examines the nature and form of government in this political vacuum. The consequences of this system are examined in terms of the absence of legislation, mechanisms for scrutiny, and participation in intergovernmental relations. In the absence of devolution and direct rule, the potential for greater involvement of the Irish government in the affairs of Northern Ireland is also considered.     

Making the most of the best: Formulating a knowledge management strategy for a government advisory body

‘Well, there seems to be a growing consensus among companies doing knowledge management that the correct focus should be neither on the individual nor the enterprise, but instead on some grouping of people who share common context, stories and passion, around a subject’ (Larry Prusak).¹ What do you get when some 20 people meet every three or four months, each one at the top of their respective fields and from different organisations and with different backgrounds, in different cities around Australia? In the case of the Family Law Council you get scintillating intellectual pyrotechnics, sharing of insights and even, in a typically understated Australian way, passion. The Family Law Council (the Council) is a government advisory body. Advisory bodies have two primary functions: to provide expert and representative advice in an increasingly specialised and complex social environment; and to open up channels of communication between government and the people (Hughes 1995). This article examines how the tools and analytical techniques of knowledge management (KM) can add value to the two primary functions of the Council. Drawing on the conceptual framework of KM, and on the basis that the Council forms a knowledge system, this article will examine the workings of the Council. It will look at its statutory role, environmental background and logistics, in order to propose a KM strategy adapted to its specific circumstances. And it will, where appropriate, illustrate points with discussions based on methodologies and case studies from the flourishing academic field of KM.