One-Stop Shops Reform in China as Sequencing： A Case of Chuzhou City

The article describes the action trajectory and the value concept of e-government service innovation in Chuzhou City, Anhui Province during 2006-2012. The background, value orientation, innovation, and reconstruction results as well as implementation strategy of the sequence of four rounds of reorganizing a one-stop shop structure are analyzed. From the perspective of overall efficiency of government services, some recommendations are put forward to break fragmented services of local government. At the level of central government, ideas and future directions have been discussed. In this respect, the Chuzhou City Government has been a pace-setter. Last year, it launched a new round of government reorganization. The aims are to realize every ordinary matter by applying one examination and approval and one review exercise; further increase the rate of on-spot handling; and try to ensure that for every complex matter, the three steps of reception, examination, and approval procedure should be completed in five days.     

American Based Biker Gangs: International Organized Crime

Many American based motorcycle clubs have evolved into biker gangs involved in organized crime nationally and internationally. Using the information contained on the national websites of seven biker gangs—Hells Angels, Outlaws, Bandidos, Mongols, Warlocks, Sons of Silence and the Vagos, this article provides a listing of the gangs by chapter in the United States and internationally. These gangs have exported organized crime to the world as they have formed criminal networks with new chapters established outside the Continental United States.     

The government behind insurance governance: Lessons for ransomware

The insurance as governance literature focuses on the ability of private enterprises to collectively regulate, pool, and distribute risks. This paper analyzes how governments support insurance markets to maintain insurability and limit risks to society. We propose a new conceptual framework grouping government interventions into three dimensions: regulation of risky activity, public investment in risk reduction, and co-insurance. We apply this framework to six case studies, describing insurance markets' reliance on public support in more analytically precise terms. We analyze how mature insurance markets overcame insurability challenges akin to those currently presented by extortive cybercrime. Private governance struggled when markets grew too big for informal coordination or when (tail) risks escalated. Government interventions vary widely. Some governments prioritize supporting economic activity while others concentrate on containing risks. Governments also choose between risk reduction and ex post socialization of losses. We apply these insights to the market for ransomware insurance, discussing the merits and potential hazards of current proposals for government intervention.     

The role of authentic leadership on healthcare Street-Level Bureaucrats’ well-being during the pandemic

This study uses Conservation of Resources Theory, to explain Street-Level Bureaucrats’ (SLBs) workplace behavioural responses to threats to their well-being. We examine whether authentic leadership within street-level organisations positively impacts employee well-being by increasing SLBs’ perception of personal resources, and reducing their perceptions of work harassment. The research design comprises a survey that solicited quantitative and qualitative data from 163 healthcare SLBs working in Australian hospitals during the pandemic in April 2020. Analysis of the means indicates low levels of satisfaction with leadership and low levels of well-being for SLBs. The structural equation modelling findings show that poor leadership is associated with higher levels of work harassment and lower levels of employee well-being. Qualitative data support these findings. As healthcare workers were already listed as over-represented in the stress-related workers compensation statistics, one strategy may be to improve the level of organisational support by upskilling managers in authentic leadership behaviours with the aim of increasing their perception of support so as to increase employee well-being. This will benefit employees and their families, and the community they service.

Points for practitioners

• Street-Level Bureaucrats (SLBs) have been increasingly experiencing the public sector gap (demand outstripping supply of resources) because of the dominance of the austerity-driven managerialist paradigm.
• The recent COVID-19 crisis amplified the severity and impact of the public sector gap causing increased perceptions of work harassment and reductions in SLBs’ well-being.
• However, SLBs with high levels of Psychological Capital had a natural buffer in place to protect their well-being, and as such, they perceived less work harassment and erosion of their well-being.
• The way forward is to complement the austerity-driven managerialist paradigm in management decision-making with authentic leadership behaviours focused on maximising the well-being of SLBs and the public.