Governing concept or political buzzword? Contested perceptions of local control

This article uses a perceptions-based framework to study how local governing actors define local control, and, to identify the determinants of definition alignment among local officials. A mix of survey and administrative data from Wisconsin officials is used to test nine hypotheses. The results indicate there is wide variation in how local government leaders define local control, and that alignment on the concept's meaning is predicted by ideology, perceived erosion of local control, and positional characteristics. The study concludes that local governments should incorporate a working definition of local control in planning and on-boarding processes in order to provide governing relevance to the concept.     

Operational oceanography in Indonesia

In 2005 Indonesian and European institutes joined to start the first step for the implementation of an Ocean Operational System in the Indonesian archipelago. The system will support the decision making process for the sustainable use of marine resources, providing useful information and added value products as well as a service for an improved management of the sea with high business impact to targeted groups as public authorities and commercial operators (coastal managers, fishermen, shipping companies). In this paper the System is shortly described with its potential benefits and economic and social impacts.

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Neighborhoods,Schools, and Adolescent Violence: Ecological Relative Deprivation,Disadvantage Saturation,or Cumulative Disadvantage?

Journal of Youth and Adolescence - Neighborhood and school socioeconomic “disadvantage” are consequential for youth violence perpetration. This study considers alternative ecological...     

Deaths of Despair: Gang Violence after the Crack Crisis

Critical Criminology - The end of the crack-cocaine crisis and collapse of open-air urban drug markets over the last two decades have reshaped the contours of gang life and gang violence in the...     

Short story

A case study of the Mozambican conflict is used to illustrate the need to integrate a gender perspective which is historically grounded and which encompasses social relationships between women and men rather than the existing 'impact of conflict on women' approach. This is demonstrated first by examining ways in which postcolonial states have continued constructions of gender which assign women to the private/domestic sphere and then by establishing how security in Southern Africa has been mediated by gendered constraints, whether in peace or war. The specific character of the Mozambican conflict is summarised, as are its outcomes in terms of gender relations which have intensified women's vulnerability. This is then related to an examination of the nature of some of the major humanitarian responses to the Mozambican emergency, where there was a wide divergence between stated policies on gender and practice. It is argued that this 'gender gap' is being perpetuated in some aspects of the reconstruction phase, despite women's enormous contribution to the task of rebuilding Mozambican society.     

The primacy of self-development in Chris Argyis writings

This paper critically explores Chris Argyris’ concern for human development as found in his organizational writings. Specifically, his focus on a personl development approach to human growth in organization is critically assessed as to its prospects to facilitate behavior needed for “public” organization. Argyris’ theoretical emphasis upon “self-development” as explicated is unlikely to provide for social consciousness and political action by everyday participants of organization. His mode of “self-development” is a perspective which is fundamentally grounded in the psychological and moral subjectively of the individual. As such, Argyris’ developmental mode is one which primarily promotes consciousness and action of self-interest rather than social involvement. A more authentically public type of organization requires a developmental mode which engenders democratic action toward the shared problems and common needs experienced in everyday organizational reality.