Empirical evidence of paradoxes of voting in Dutch elections

In this paper we analyze four national elections held in 1982, 1986, 1989 and 1994 in the Netherlands on the occurrence of the Condorcet paradox. In addition, we investigate these elections on the occurrence of three so-called majority-plurality paradoxes. The first paradox states that a party having a majority over another party may receive less seats. The second states that a Condorcet winner may not receive the largest number of seats and even may not receive a seat at all. The third says that the majority relation may be the reverse of the ranking of parties in terms of numbers of seats.     

AIR TRANSPORTATION POLICY AND ADMINISTRATION AT THE MILLENNIUM

This article examines air transportation policy and administration at the millennium. It reviews and analyzes major problem areas and focuses on issues that have to be dealt with to streamline the policy and administration in the field as it becomes more integrated in our increasingly intermodal transportation system. The first part of the article sets the stage for the changes experienced after deregulation: It utilizes an analytical model to examine: airports; airline industry management; terrorism and security; and safety, equipment and human resources. The second part of the article focuses more specifically on a policy and administration analysis itself. It demonstrates how we have evolved into a customer model more aligned with the market place, efficiency, and risk taking; while moving away from a safer and less entrepreneurial period identified as the citizen model period. With the canage of models, we find trust diminished. Passengers, customers and citizens, become more disenchanted and cynical, to the point of organizing through elected officials to promote an airline passenger bill of rights and reform the system.     

From Machiavelli to Ms: differences in male-female power styles

While the concept of power has always been a concern to students of political science and public administration, it has been examined only peripherally in the last few years. Recent work by McClelland has indicated that power may be a very important variable in explaining managerial behavior and organizational effectiveness. Starting with a definition of power provided by McClelland, this paper develops a conceptual framework for analyzing power-related behavior in an organizational setting. The framework is then applied to a problem area of particular interest to the authors--the question of whether or not women managers can be expected to behave differently than their male counterparts because of possible differences in their orientations toward power. We conclude that differences in power needs will not impede the effectiveness of female managers, but women may be at a disadvantage in the work environment due to possible differences in the way they express these needs.     

The Mythology of Privatization in Contracting for Social Services

States and municipalities have privatized services in an effort to improve their cost‐effectiveness and quality. Competition provides the logical foundation for an expectation of cost savings and quality improvements, but competition does not exist in many local marketplaces—especially in the social services, where governments contract primarily with nonprofit organizations. As government increases its use of contracting, it simultaneously reduces its own public‐management capacity, imperiling its ability to be a smart buyer of contracted goods and services. This article examines two questions about the privatization of social services based on interviews conducted with public and nonprofit managers in New York state: Does social services contracting exist in a competitive environment? And do county governments have enough public‐management capacity to contract effectively for social services? The findings suggest an absence of competition and public‐management capacity, raising the question of why governments contract when these conditions are not met.     

Differentiated Distributive Justice Preferences? Configurations of Preferences for Equality,Equity and Need in Three Welfare Domains

Social Justice Research - Empirical public opinion research on distributive justice often does not acknowledge that individuals’ social justice preferences may strongly depend on the...     

Goats or wolves? Private sector managers in the public sector

Public administration reforms have propagated the use of private sector management skills in the public sector, and an increased openness to managers with a private sector background. This has created a debate between those who think private sector experience improves public institutions by bringing core managerial values such as results orientation, efficiency, or openness to innovation, and those who argue that private sector experience can damage core public sector values, such as impartiality and equity. Despite the abundant anecdotal evidence, broad empirical evidence on the effects of private sector experience on public managers' values remains limited. Using data from a survey among central government top managers in 18 European countries, we show that public managers with private sector experience have, as expected, more core managerial values. Yet, unlike the conventional view, core public values do not suffer.     

The effects of new public management on the quality of public services

Have New Public Management (NPM) reforms in public organizations improved the quality, efficiency and effectiveness of the delivery of public policies? NPM reforms, understood as a style of organizing public services towards the efficiency and efficacy of outputs, have been controversial. They have been accused of importing practices and norms from the private sector that could collide with core public values, such as impartiality or equity. Yet, with few exceptions, we lack systematic empirical tests of the actual effects that NPM reforms have had on the delivery of public services. In this introductory article, we summarize a special issue devoted to cover this gap. And, overall, we find that neither the catastrophic nor the balsamic effects of NPM reforms are confirmed, but the success (or failure) depends on the administrative, political and policy context those reforms take place.