German E-Campaigning and the Emergence of a ‘Digital Voter’? An Analysis of the Users of the Wahl-O-Mat

Within the e-campaigning activities of political actors in Germany, the Wahl-O-Mat has emerged as a popular ‘non-party’ online tool which has been used by millions of voters before elections in Germany. An analysis of the users can provide information about the characteristics of people resorting to this and other types of online pre-election tools. Based on an application-specific approach, hypotheses about the users are developed in light of the uses and gratification theory, taking into consideration normative expectations associated with the rise of the Internet. Whether the Wahl-O-Mat helps fulfilling these expectations is analysed by drawing (1) on data generated by an online exit survey of the Wahl-O-Mat users and (2) on datasets of the German Longitudinal Election Study 2009. The findings show that users of the Wahl-O-Mat largely belong to a group of young and politically interested voters who resort primarily to the Internet to collect political information.     

Union Carbide and James Hardie: Lessons in Politics and Power

In terms of industrial disasters, the chemical release at Bhopal and the long-term production and use of asbestos products are two of the largest and most controversial cases. Both events backfired on the companies responsible, namely Union Carbide and James Hardie (which, in Australia, largely controlled the asbestos products market). Yet in the case of Bhopal most victims have not been adequately compensated and, while compensation seems more assured for Australian asbestos victims, it has been a long and bitter battle for justice. How, in a globalised world, can we ensure that corporate negligence backfires and victims receive justice? This paper presents a framework for understanding how global corporations attempt to inhibit outrage and how to counter their tactics.     

La gestion axée sur les résultats: Comparaison des cadres de gestion de huit juridictions

Au cours des deux derniéres décennies, plusieurs gouvemements ont voulu réformer leur administration publique en mettant en place un cadre de gestion axée sur les résultats. Jusqu à tout récemment, la documentation scientifique n'abor‐dait que trés peu ce théme et, outre les travaux de l'OCDE, le concept de gestion axée sur les résultats et son contenu n' avaient pas été définis. Nous avons donc voulu éla‐borer une définition générique de la gestion axée sur les résultats et comprendre la façon dont elle s'intègre à différents aspects de la gestion des organisations. Pour ce faire, nous avons exploré le cadre de gestion proposé par les réformes mises de l'avant dans huit juridictions. Les pays et provinces canadiennes choisis ont une approche‐type de gestion anglo‐américaine, soit le Canada, le Québec, l'Ontario, l'Alberta, les États‐Unis, l'Australie, le Royaume‐Uni et la Nouvelle‐Zélande. Les modèles étudiés présentent plusieurs similarités. On observe que la gestion de la performance dans ces juridictions se déploie dans des cycles de gestion composés de plusieurs étapes. Les éléments communs de ces cycles sont la planification stratégique, la planification opérationnelle, la réalisation des plans et des programmes, la mesure ds résultats, la reddition de comptes et l'analyse et l'interpréta‐tion des résultats. Ces processus se concrétisent par la publication de documents. Par ailleurs, ces cadres de gestion ont tendance à s'intégrer aux autres enjeux de la gestion des organisations tels que la qualité du service à la clientèle, la gestion des res‐sources humaines et financières et la vérification. Abstract: Over the last two decades, several governments have wanted to reform their public administration by implementing a results‐based management framework. Until very recently, the scientific literature hardly addressed this issue and, other than the OECD work, the concept of results‐based management and its content had not been defined. We therefore wanted to develop a generic definition for results‐based management and to understand how it fits into various aspects of organizational management. To do so, we explored the management framework put forward through reforms introduced in eight jurisdictions. The countries and Canadian provinces chosen, i.e., Canada, Quebec, Ontario, Alberta, United States, Australia, United Kingdom and New‐Zealand, use the typical Anglo‐American management approach. The models considered have several similarities. We found that performance management in those jurisdictions was implemented throughout several steps of management cycles. Common elements in these cycles include strategic planning, operational planning, plan and program delivery, results measurement, accountability, and results analysis and interpretation. The process is documented through published documents. Moreover, these management frameworks tend to become part of the other organizational management components, such as quality of customer service, management of human and financial resources, and auditing.     

Book Review

Investigative psychology: Offender profiling and the analysis of criminal action D. Canter and D. Youngs Chichester: Wiley, 2009. 470 pp. Price: U/K. ISBN: 978‐0‐470‐02397‐6     

Is Russia Succeeding in Central Asia?

On a number of recent occasions, the top Russian leadership has expressed its special interest in the affairs of former Soviet republics, including the assertion that Russia has a “privileged” relationship with these now independent states.¹ Is this a claim of accomplished fact, of future intention, or perhaps an empty expression of nostalgia for lost status? As we see it, the record of Russian actions in the largest group of these states—the five of Central Asia—allows us to exclude the first and question whether the second is realizable. Russia must contend with the aspirations of those states themselves, as well as the determined interests of China and, to a lesser extent, the West.