IT’S WHERE YOU ARE THAT MATTERS: THE NETWORKING BEHAVIOUR OF ENGLISH LOCAL GOVERNMENT OFFICERS

Increased complexity in the world of public management has resulted in the growth of networks of actors who, operating interdependently, co‐produce public services. Much of the prior networking literature conflates structure (the network) with behaviour (networking). Based on this concern we analyse the managerial networking practices of over 1,000 officers in English local government. We find extensive networking activity amongst three groups of officers and show that corporate officers, chief officers and service managers develop logical patterns of interaction among network nodes and initiation that reflect their level of management. We conclude that where you are in the organizational hierarchy matters for networking behaviour and discuss the implications of these findings for future research.     

New Governance,Chief Privacy Officers,and the Corporate Management of Information Privacy in the United States: An Initial Inquiry

While the turn from traditional regulation to more collaborative, experimentalist, and flexible forms of governance has garnered significant academic focus, far less attention has been paid to the effects of such “new governance” approaches on regulated firms' understanding of the laws' demands, and on the structures employed within business organizations to meet them. This article targets this analytic gap by examining internal corporate practices regarding consumer privacy, an arena in which the Federal Trade Commission and the states have adopted new governance models. Using data from qualitative interviews with leading corporate Chief Privacy Officers, as well as internal corporate documentation, it examines the way privacy practices have been catalyzed in the shadow of new privacy governance approaches and the combination of regulatory, market, and stakeholder forces they seek to harness. Specifically, it suggests the convergence of a set of practices adopted by privacy officers identified as “leaders,” regarding both high‐level corporate privacy management and the integration of privacy into entity‐wide risk management goals through technology, decision‐making processes, and the empowerment of distributed expertise networks throughout the firm.     

ECONOMIC INEQUALITY AND LEVELS OF HOMICIDE: AN ANALYSIS OF URBAN NEIGHBORHOODS*

This paper presents an analysis of the relationship between levels of economic inequality and homicide rates for a sample of 26 neighborhoods in Manhattan, New York. It argues that neighborhoods are more appropriate units of analysis for studying inequality and homicide than are larger political and statistical units because neighborhoods are more likely to constitute meaningful frames of reference for social comparisons. The principle hypothesis is that a high degree of economic inequality in a neighborhood will give rise to high levels of relative deprivation and high rates of homicide. The results of a series of multiple regression analyses fail to support this hypothesis. The measure of economic inequality is weakly associated with the observed homicide rates. Similarly, the racial composition of Manhattan neighborhoods exhibits no significant association with levels of homicide, given statistical controls for other sociodemographic variables. Two neighborhood characteristics do emerge as significant predictors of homicide rates: the relative size of the poverty population and the percent divorced or separated. Homicide rates tend to be highest in those neighborhoods characterized by extreme poverty and pervasive marital dissolution.     

ADMINISTERING LABOR CONTRACTS USING TRANSACTION-COSTS ECONOMICS

Labor contracts are rules of governance between workers and employers over time. The efficiency of the transaction and the relationship can be affected by the provisions of the contract. It is argued that the characteristics of the firm and the workers determine what kinds of contracts and governance of the provisions of contracts are most efficient. Among other results, it is argued that collective bargaining, together with grievance procedures and arbitration, is the most efficient form of labor contracting and governance for large firms with skilled work forces.     

THE SOCIAL ECOLOGY OF URBAN HOMICIDE: AN APPLICATION OF THE "ROUTINE ACTIVITIES" APPROACH

The purpose of this paper is to use the recently developed "routine activities" approach to help interpret patterns of homicide in a major metropolitan area—Manhattan, New York We argue that the routine activities perspective suggests several distinctive hypotheses about the relationships among sociodemographic characteristics of victims, temporal features of the situation, and the probability of being involved in different kinds of homicide. More specifically, we hypothesize that the sociodemographic characteristics of age, sex, race, marital status, and employment status, along with temporal factors such as time of day, day of week and time of year, will be related systematically to the location of homicide (that is, The geographical proximity to the victim's household) and to the victim-perpetrator relationship (that is, the social proximity of participants: family members, friends, strangers). Detailed data on all recorded homicides occurring in Manhattan during 1981 are examined to evaluate the hypotheses. The results are generally consistent with expectations, indicating that the routine activities approach does indeed provide a useful framework for interpreting the social ecology of urban homicide.     

State of the Field

Although scholars of West European politics have long debated whether the region's highly institutionalised party systems were becoming de‐aligned and electorally unstable, the political fallout from the post‐2008 financial crisis has lent a new sense of urgency to the debate. The threats posed to party systems by economic crises are hardly unique to Europe, however. The Latin American experience with the debt crisis of the 1980s and 1990s suggests that party system upheaval was not simply a function of retrospective economic voting during the period of crisis. It was also attributable to programmatically de‐aligning policy responses to crises – namely the ‘bait‐and‐switch’ imposition of austerity and adjustment measures by labour‐based, left‐leaning parties that were traditional champions of statist and redistributive policies. Such patterns of reform made it difficult for party systems to channel societal resistance to market orthodoxy in the post‐adjustment era, setting the stage for convulsive ‘reactive sequences’ when such resistance arose outside and against mainstream parties through varied forms of social and electoral protest, typically on the left flank. This article explores the political fallout from the European and Latin American economic crises from a comparative perspective, arguing that it is essential to think beyond the short‐term political dynamics of crisis management to consider the longer‐term institutional legacies and fragilities of the different political alignments forged around crisis‐induced policy reforms.     

THE DOG THAT DIDN'T BARK: HOW PUBLIC MANAGERS HANDLE ENVIRONMENTAL SHOCKS

Do negative budgetary shocks reduce performance in public organizations? If so, by how much and in terms of which criteria? Are public managers able to make internal management choices to limit or eliminate the effects of such shocks? These questions are investigated in a set of hundreds of organizations over an 8‐year period. For the most part, budgetary shocks of 10 per cent or more have only limited or no negative impacts on performance in the short term. The most salient policy objective and production for more disadvantaged clientele are especially insulated from shocks. Decisions about internal resource allocation and personnel management can be shown to protect core production while sacrificing more peripheral activities and capital investment. Questions that remain to be investigated include whether short‐term protection comes at the expense of some longer‐term losses, and—ironically—whether effective management under such circumstances weakens over time the political case for adequate budgets.     

MANAGERIAL GOALS IN A PERFORMANCE‐DRIVEN SYSTEM: THEORY AND EMPIRICAL TESTS IN HIGHER EDUCATION

Factors influencing managerial goals and decision‐making processes have been debated for decades among public administration scholars. Previous literature has explained goal setting through theories of performance gaps, bureaucratic control, and isomorphic rationality. However, there exists no direct empirical test of these theories to determine which theoretical expectation may have more or less weight with managers when setting organizational goals. Using an original survey of university presidents, this study tests how public managers prioritize competing performance goals. Findings suggest that the goal setting decisions of these public managers is primarily driven by political control mechanisms.