ORGANIZATIONAL NORMS AND POLICE DISCRETION.

This essay explores the issues involved in designing public policies. It suggests that those programs not well designed will generate inappropriate expectations for success. This lack of design sophistication may not lead to well-conceived methods for achieving stated objectives. Taking the Low Enforcement Assistance Administration's Community Anti-Crime Program as an example, the paper analyzes the implicit sociological theory which guided the development of this new and important program. The essay concludes by highlighting some of the important contributions the Community Anti-Crime Program can make in the criminal justice policy arena despite its conceptual shortcomings. While design problems may hinder the implementation of programs, they do not necessarily have to cripple them.     

DOING GOOD WELL: The Use of Quantitative Social Science Data in Advocacy Proceedings

When social scientists participate in advocacy proceedings as expert witnesses, they find themselves subjected to pressures beyond those of scientific quality. This paper considers a range of problems when the demands of scientific merit interact with the exigencies of vigorous advocacy and suggests some rough guidelines for expert testimony.     

THE VICTIM-OFFENDER RELATIONSHIP AND CALLING THE POLICE IN ASSAULTS*

The revised National Crime Victimization Survey is used to examine the effects of the victim's relationship to the offender on whether assaults are reported to the police by either the victim or by third parties. The results indicate that the offender-victim relationship affects third-party but not victim reporting. The former effect occurs in part because third parties are unlikely to witness assaults involving people in ongoing relationships, particularly couples, and in part because third parties are reluctant to report minor assaults (i.e., those assaults that involve a threat but no actual attack and no weapon). We discuss possible explanations for why no effect of relationship on victim reporting was found.     

RECONSIDERING THE RELATIONSHIP BETWEEN SES AND DELINQUENCY: CAUSATION BUT NOT CORRELATION*

Many theories of crime have linked low levels of socioeconomic status (SES) to high levels of delinquency. However, empirical studies have consistently found weak or nonexistent correlations between individuals' SES and their self-reported delinquent behavior. Drawing upon recent theoretical innovations (Hagan et al., 1985; Jensen, 1993; Tittle, 1995), we propose that this apparent contradiction between theory and data may be reconciled by recognizing that SES has both a negative and a positive indirect effect upon delinquency that, in tandem, results in little overall correlation between the two. We tested this proposal with longitudinal data from the Dunedin Multidisciplinary Health and Development Study. We used measures of parental SES recorded at study members' birth through age 15, social-psychological characteristics at age 18, and self-reported delinquency at ages 18 and 21. We found that low SES promoted delinquency by increasing individuals' alienation, financial strain, and aggression and by decreasing educational and occupational aspirations, whereas high SES promoted individuals' delinquency by increasing risk taking and social power and by decreasing conventional values. These findings suggest a reconciliation between theory and data, and they underscore the conceptual importance of elucidating the full range of causal linkages between SES and delinquency.     

ORGANIZATIONAL STRATEGY,EXTERNAL REGULATION AND PUBLIC SERVICE PERFORMANCE

We test the separate and joint effects of strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more successful strategy than defending or reacting. In addition, inspection events generally disrupt the relationship between strategy and performance, but regulation that is supportive reinforces this relationship. The evidence suggests that the impact of organizational strategies in the public sector is contingent on the characteristics of regulatory regimes.