Developing and transfering technology in state S&T programs: Assessing performance

By 1996, all states had established a program focusing on the development of technology and technology-based economic development. As more agencies move to performance-based management, state S&T programs are increasingly under pressure to report outcome and output data for their programmatic activities. This paper presents findings on the extent and use of performance measurement and evaluation efforts in state science and technology programs. The 1995–96 study was based on a series of eight case studies and a mail survey of science and technology-based programs in all fifty states. The findings show that three groups of measures emerged as most important to state science and technology programs: employment-related data, leveraged or matching fund data, and anecdotal evidence. State programs are especially pressured to report short-term outcomes, yet show economic benefits. Many state program managers find value in performance data—the reseacch shows that the primary reason that many states assess their performance is the value of performance information as a management tool. Any opinions, findings, conclusions, or recommendations here are those of the authors and do not represent the views of the National Science Foundation. This research was supported under NSF Grant No. SBR-9422433 from the Program of Research on Science and Technology and through the second author's NSF Independent Research Plan. The research benefited greatly from the contributions of two tireless research assistants, Arlene Allen and Michael Turton.     

An experimental study of responses to armed police in Great Britain

Journal of Experimental Criminology - This study tested whether the presence of a firearm changed the way people reacted to police among a British sample. In an online study, participants were...     

Organizational ethics and bureaucratic corruption in Chinese school

This paper takes issue with a central theme in the literature on corruption that a centralized bureaucratic structure necessarily promotes corruption. It argues that the growth of corruption after 1976 was not so much the result of a centralized bureaucratic structure as that of the changing organizational ethics in the schools. In an examination of the schools since 1949, it shows that their structures have not changed radically. But by separating the organizational ethics into their real and ideal dimensions, it demonstrates that despite the continuity in the official goals and codes of ethics, the ‘real’ or fundamental organizational ethic have changed, and new standards of behavior have prompted members to break organizational rules in the more or less decentralized organizational structures.     

BIS/BAS Variables as Moderators of the Rumination-Intimate Partner Violence Link

Although cognitive rumination is related to violence perpetration, not all people who ruminate become violent. Four personality variables—impulsivity, anxiety, anger-in, anger-out—were tested as possible moderators of the link between the tendency to ruminate and the frequency of intimate partner violence (IPV). Variables related to the Behavioral Activation System (anger-out and impulsivity) were predicted to strengthen the rumination-IPV link; whereas measures related to the Behavioral Inhibition System (anger-in and anxiety) would suppress this link. As predicted, anger-out, anger-in, and impulsivity moderated the relation between rumination and IPV. No evidence was found for suppressor variables. Thus, appetitive drives appear to amplify the effect of rumination on violence. Clinically, therapeutic techniques that address rumination, anger, and impulsivity may help to reduce IPV risk.