Justice and organizational punishment: Attitudinal outcomes of disciplinary events

This study utilized a justice framework to investigate punished subordinates' attitudinal reactions to specific disciplinary events. Results suggested that personality variables (negative affectivity and belief in a just world) influenced subordinate perceptions of the disciplinary event. In addition, belief in a just world had a direct effect on satisfaction with the supervisor, intention to leave, and organizational commitment. Contrary to expectations, harshness (a distributive aspect of the event) influenced perceptions of procedural justice and attitudes toward the institution (organizational commitment) and the leader (trust in supervisor), in addition to its influence on perceptions of distributive justice. The influence of procedural aspects of the event on attitudinal outcomes varied by dependent variable. The implications for future research and for management are discussed.     

Developing leaders? developing countries?

A visit to Ghana, with the hosts interested in developing leaders and the guest interested in developing countries, led to a questioning of both. Three approaches to development are discussed. The top-down government planning approach, discredited with the fall of communism, has been replaced by an outside-in ‘globalisation’ approach, which is now promoted as the way to develop an economy. But has any nation ever developed by throwing itself open to foreign companies, capital, experts and beliefs? The notable success stories, including the USA, point to a third approach, inside-up indigenous development, which has worked in concert with state intervention. Globalisation thus denies developing countries the very basis by which other countries developed. This argument is woven together with a corresponding one about the development of leaders, which must also happen indigenously, from the life experiences of individuals, not programmes that purport to create leaders. We have had enough of hubris in the name of heroic leadership, much as we have had enough of foreign experts pretending to develop the ‘developing’ countries.     

The Three Faces of Defeasibility in the Law

Abstract. In this paper we will analyse the issue of defeasibility in the law, taking into account research carried out in philosophy, artificial intelligence and legal theory. We will adopt a very general idea of legal defeasibility, in which we will include all different ways in which certain legal conclusions may need to be abandoned, though no mistake was made in deriving them. We will argue that defeasibility in the law involves three different aspects, which we will call inference‐based defeasibility, process‐based defeasibility, and theory‐based defeasibility. Only the integration of these three perspectives allows us to provide a satisfactory account of the role of defeasibility in legal reasoning.     

The statistical prediction of violent behavior

Considerable attention in the popular and professional literature has focused on the relative costs and benefits of using public protectionist versus civil libertarian models of social control. In this article, we develop statistical analogs of these models to predict violent behavior among samples of defendants found incompetent to stand trial in New York State. The societal and personal costs (errors of prediction) of each model are compared and their implications for clinical practice and social policy are discussed.This research was supported in part by PHS Grant MH 20367 from the NIMH Center for Studies of Crime and Delinquency. The assistance of Thomas Arvanites in data analysis and the comments of Monroe Lefkowitz and Mary Evans Melick on earlier drafts of this paper are gratefully acknowledged.     

The failure of immigration reform in Germany

After many years without substantial activity in immigration policy, the German Red–Green government which came to power in 1998 introduced an American-style Green Card and a new citizenship law. From these beginnings, the immigration reform campaign captured the public imagination, and for two years a broad spectrum of figures from German public life took part in a lively debate on the issue. A law was eventually adopted by parliament and promulgated in spring 2002, but – in the wake of a voting scandal in the Bundesrat – it was struck down by the Federal Constitutional Court weeks before its scheduled entry into force. This report recounts the story of the now defunct immigration law and seeks to shed valuable light on German politics by analysing what the key differences were that divided the main political parties.     

Siemens' ‘Anglo‐Saxon’ strategy: Is globalising business enough?

In the 1990s German conglomerates have attempted to move towards Anglo‐Saxon business values. Siemens saw shareholder value as the key measure of competitiveness. To become more Anglo‐Saxon, the strategy of Siemens was to globalise its business and change corporate culture. These changes have proved to be insufficient. Vertically integrated conglomerates need to break up their business empires, focus on their core competencies and move towards de‐integrated networking relations if they want high stock‐market performance.