International Administration Between the Wars: A Reappraisal

This article traces the chronology of the interwar decline of European influence and power, arguing that its origins outside Europe are to be found as much in the paradoxical status of international administration of colonial and post-colonial areas as in the direct challenges posed to European stability by revisionist states in the early 1930s. It demonstrates that an inherent ambivalence toward the interwar colonial world and its relationship to Europe presaged and conditioned the collapse of Europe's own balance of power.     

Counterterrorism,Community Policing and the Flags Protests: An Examination of Police Perceptions of Northern Ireland's Operation Dulcet

In 2013 Northern Ireland (NI) witnessed the most protracted period of public-disorder ever seen in the United Kingdom. After Belfast City Council voted to fly the Union flag in-line with the manner adopted in the rest of the United Kingdom, loyalist protestors blocked roads, attacked offices, and held marches through Belfast city center. During what became known as Operation Dulcet, police had to respond to the protests and violence, mindful of existing tensions in NI. This article reports on data collected from interviews conducted with officers involved in the policing of these events. The findings demonstrate that the police response was understood using narratives concerning the primacy of human rights, a focus on perceived proportionality, and ultimately, related to the potential violence linked to historic conceptions of community divisions in NI.     

WHAT IS A “GOOD” SOCIAL NETWORK FOR POLICY IMPLEMENTATION? THE FLOW OF KNOW‐HOW FOR ORGANIZATIONAL CHANGE

This study concerns how intraorganizational networks affect the implementation of policies and practices in organizations. In particular, we attend to the role of the informal subgroup or clique in cultivating and distributing locally adapted and integrated knowledge, or know‐how. We develop two hypotheses based on the importance of intraorganizational coordination for an organization's capacity for change. The first emphasizes the importance of distributing know‐how evenly to potential recipient subgroups. The second emphasizes the importance of restricting know‐how to flow from high know‐how subgroups. We test our hypotheses with longitudinal network data in 21 schools, finding stronger support for the second hypothesis than the first. Our findings can help managers cultivate know‐how flows to contribute to organizational change.