Performance evaluation and optimization of multiplex PCRs for the highly discriminating OSU 10-locus set Y-STRs

In a previous study, a new set of Y-chromosome short tandem repeats, the OSU 10-locus set (MPM1 and MPM2), was shown to have a higher discrimination power when evaluated against the 10 SWGDAM loci on a common population panel. Here, we describe the optimization of the multiplex reactions using dye-labeled primers followed by performance evaluations. The loci exhibited high precision, human male specificity, reliability in different body fluids, high sensitivity, stability, and the ability to amplify nonprobative casework and mixture samples. Stutter for the all of the loci, with the exception of the highly polymorphic locus DYS688, was similar to that observed for autosomal loci. The results of the performance evaluations reinforced the utility of these loci.     

Barnard and morality in organizations

Since Chester I. Barnard wrote The Functions of the Executive in 1938 numerous authors have cited his many ideas about organizational and individual behavior. Barnard believed that an individual's willingness to cooperate and function within an organization related to his or her “zone of indifference,” and the amount of authority the individual was willing to grant to a superior. Barnard's ideas concerning the zone of indifference are related in this article to “Stages of Moral Development” as measured by protocols developed by Lawrence Kohlberg.     

Backing Out or Backing In? Commitment and Consistency in Audience Costs Theory

Audience costs theory posits that domestic publics punish leaders for making an external threat and then backing down. One key mechanism driving this punishment involves the value the public places on consistency between their leaders’ statements and actions. If true, this mechanism should operate not only when leaders fail to implement threats, but also when they fail to honor promises to stay out of a conflict. We use a survey experiment to examine domestic responses to the president's decision to “back down” from public threats and “back into” foreign conflicts. We find the president loses support in both cases, but suffers more for “backing out” than “backing in.” These differential consequences are partially explained by asymmetries in the public's treatment of new information. Our findings strongly suggest that concerns over consistency undergird audience costs theory and that punishment for inconsistency will be incurred, regardless of the leader's initial policy course.     

The supreme court and police practices: The unusually busy 2003–2004 term

The 2003–2004 term of the Supreme Court was the most important term of the Court for the law enforcement community in the last decade. The Court decided 11 cases dealing with issues concerning actions taken by police officers, the largest number of “police practices” cases decided by the Court in the last nine years. In addition, several of these cases are among the most important of the 49 police practices cases decided during this time period. The Court: 1) upheld the arrest of all the occupants of a car when drugs are found in it; 2) permitted police roadblocks seeking information from the public in certain circumstances; 3) refused to suppress physical evidence obtained from Miranda violations; 4) expanded the availability of warrantless car searches incident to arrest to include arrests of recent occupants of the car; and 5) upheld statutes requiring persons stopped on reasonable suspicion to identify themselves.     

The impact of state governance structures on management and performance of public organizations: A study of higher education institutions

Legislative statutes are passed by political majorities which support structures that insulate the implementing agency from its political opponents over time. Political actors also respond to different constituencies. Depending on the broad or narrow base of these constituencies, actors favor different kinds of governance structures. We apply this theoretical framework to the question of whether the state governance structures of boards of higher education affect the way university managers allocate resources, develop sources of revenue, and promote research and undergraduate education. Over the past two decades state governments have given considerable attention to state governance issues, resulting in many universities operating in a more regulated setting today. This paper develops a classification of higher education structures and shows the effects of differences in these structures on university management and performance using a data set that covers the period from 1987 to 1998. The analysis suggests that, for most of the measures, productivity and resources are higher at universities with a statewide board that is more decentralized and has fewer regulatory powers. © 2004 by the Association for Public Policy Analysis and Management.