Why Have Chinese Reforms Come to a Halt? The Political Economic Logic of Unfinished Transformation

This study approaches the Chinese reform process from a political-economic point of view, focusing primarily on institutional changes. Besides revealing the main factors behind the different phases of the reforms, it argues that in the framework of the current authoritarian regime, vested interests work against the continuation of the reforms, making it impossible to fully establish the institutional framework of a market economy. Current rents and privileges also deter the elite from implementing serious political reforms, leading to a trap that prevents the completion of the transition process.     

Explaining the Consequences of Imprisonment for Union Formation and Dissolution in Denmark

Crime and subsequent imprisonment reduces men's chances on the marriage market and increases their divorce risk, but existing research, with a few notable exceptions, is silent about the underlying mechanisms driving these effects. This article studies the effect of home confinement under electronic monitoring as a noncustodial alternative to imprisonment on the risk of relationship dissolution and being single, thereby distinguishing between effects of incarceration and of committing crime. We study a policy that expanded the use of electronic monitoring to address nonrandom selection into electronic monitoring instead of in prison. Results from a sample of 4,522 men show that home confinement under electronic monitoring significantly and persistently lowers the risk both of being single and of becoming single during the first five years following conviction. The results show that one of the tools that could promote decarceration trends also secures better relationship outcomes of convicted men.     

Book reviews

Ephraim Maisel, The Foreign Office and Foreign Policy 1991-1926 (Brighton: Sussex Academic Press 1994), £35. ISBN 1-898723-04-4.

Timothy P. Maga, The World of Jimmy Carter: U.S. Foreign Policy 1977-1981 (West Haven, CT: University of New Haven Press, 1994). 189 pp. ISBN 0-936385-23-0.

Michael Leifer, Dictionary of the Modern Politics of South-East Asia (London and New York: Routledge, 1995), xii + 271pp. £45. ISBN 0-415-04219-4.

Christopher C. Harmon and David Tucker (eds.), Statecraft and Power: Essays in Honor of Harold W. Rood (Lanham and London: University Press of America with the National Institute for Public Policy, 1994), 284pp ISBN 0-8191-8718-6.     

Advancing police use of force research and practice: urgent issues and prospects

Leading police scholars and practitioners were asked to reflect on the most urgent issues that need to be addressed on the topic of use of force. Four themes emerged from their contributions: use of force and de-escalation training needs to improve and be evaluated; new ways of conceptualizing use of force encounters and better use of force response models need to be developed; the inequitable application of force, and how to remediate biases, needs to be more fully understood; and misconceptions about police use of force need to be identified and corrected. The highlighted topics serve as an agenda for future research. Such research should provide greater insight into when, where, and why force is used by police officers, and how it can be applied appropriately. If implemented, the practical recommendations included in the contributions should have a positive impact on police performance, public trust and confidence in the police, and citizen and officer safety.     

Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance

Leadership is a matter of both intentions and perceptions, which do not necessarily always match. Because employees’ motivation and commitment are only affected by leadership if they notice it, employee‐perceived leadership is expected to have a stronger correlation with organizational performance than leader‐intended leadership. This expectation is tested for transformational and transactional leadership, as both types of practices are expected to increase performance. Using a sample of 1,621 teachers and 79 Danish high school principals, the authors find that leader‐intended and employee‐perceived transformational and transactional leadership are only weakly correlated and that only employee‐perceived leadership practices (both transformational and transactional) are significantly related to objectively measured school performance. The results show that it is important to distinguish between intended and perceived leadership and that leaders should be aware of how their practices are perceived.