Managing the Budgetary Process in a Hung Council

This paper examines the impact of a change in 1994 from majority control to no overall control on the operation of a strategic medium-term budget and policy plan-ning process in Kirklees MBC. Six hypotheses are set out regarding the changes that might have been anticipated in the budget process, in the light of recent trends in the approach to budgeting in British local government, and the particular political context and recent political history of the authority. Use is made of a diary kept by a participant observer (who is also one of the authors) to document and analyse key events in the budget process. The six hypotheses are examined against the evi-dence, and with some exceptions are confirmed. It is concluded that Kirklees's well-structured budget process did survive the transition to no overall control, but not without considerable difficulty. Careful management from the Executive Board, especially in brokering discussion, was a critical factor and highly advantageous to the success of the process.     

Chinese Political Attitudes and Values in Comparative Context: Cautionary Remarks on Cultural Attributions

Cultural explanations have a long and distinguished tradition in the study of Chinese politics. This paper examines the extent to which standard cultural attributions about the Chinese are supported by survey evidence from the World Values Survey. Moreover, it compares the values and beliefs articulated by the Chinese respondents with those of their Taiwanese, American, Canadian counterparts. Although in some instances the survey data support conventional wisdom, in many other respects they contradict the stylized characterizations often found in the literature. One is therefore led to conclude that cultural attributions should be grounded in empirical evidence, evaluated comparatively, and made with sensitivity to the potential for change and hidden biases. Steve Chan is a professor of political science at the University of Colorado, Boulder. His recent research has addressed topics of democratic peace, power transition, and political culture. His most recent book is China, the U.S., and the Power-Transition Theory: A Critique (London: Routledge, 2008).     

The transformation of hi no maru in postwar Okinawa: from symbol of hope to object of contempt

Starting in the early 1950s, the Japanese flag hi no maru was a cherished symbol in Okinawa of the movement for an end to the postwar U.S. military occupation and reversion to Japanese sovereignty. The flag represented an appeal for liberation from U.S. military rule that dragged on for twenty years (1945–1972) after mainland Japan regained its sovereignty in 1952; and, for elimination, or at least reduction, of the overwhelming size and number of American bases on the island. However, the 1969 Okinawa Reversion Agreement between the U.S. and Japanese governments broke both of the Japanese government’s promises that, after reversion, Okinawa would have no nuclear weapons, and that U.S. bases would be reduced to mainland levels. The grossly disproportionate U.S. military remains to this day, and a “secret agreement” permits the United States to bring back nuclear weapons. Today many in Okinawa associate hi no maru with this discriminatory policy which imposes 74 percent of the total U.S. military presence in Japan on this small island prefecture comprising 0.2 percent of the nation’s land area. For historians, the flag also represents atrocities committed by Imperial Japanese soldiers during the Pacific War and the Japanese government’s continuing reluctance to acknowledge them.     

Joined up policy in practice? The coherence and impacts of the local government modernisation agenda

Abstract

The last decade has witnessed a raft of new policies designed to transform the politics and performance of local authorities in the UK. Over the next three years, a specially commissioned themed section of Local Government Studies will explore the impact of these policies drawing on recent empirical studies by leading researchers in the field. This paper, the first in the series, sets the scene by tracing the evolution of key policies, analysing their objectives and assessing the extent to which they can, as central government has claimed, be seen as a coherent package of complementary policies. It concludes that whilst at first sight the links between policies within the Local Government Modernisation Agenda are not obvious, policies have become increasingly holistic. Local authority officers perceive them to be interacting in ways that contribute to the achievement of service improvement, more effective community leadership, increased stakeholder engagement, greater accountability and increased public confidence. However, the lack of ‘joined up’ working across Whitehall presents significant problems for councils and other agencies that are responsible for local service delivery and a continuing challenge for central government.     

Beyond Offers and Counteroffers: The Impact of Interaction Time and Negotiator Job Satisfaction on Subjective Outcomes in Negotiation

In this study, we examined real‐world sales negotiations by collecting data in collaboration with a large Taiwanese eyeglasses company. We found, as has been established previously, that higher first offers predict higher company profits and that the impact of high opening offers can be muted by greater customer awareness of prices at other stores. When we investigated a more qualitative outcome, customers’ perceptions of service quality, a different set of predictors emerged. Our results indicate that salespeople who spent more time introducing the products and services were perceived by the customers as providing higher service quality, but this effect only occurred for those salespeople who reported high levels of job satisfaction. Also, price reduction by salespeople did not improve customer satisfaction. Our results indicate that customer satisfaction does not require negotiated price concessions, but rather depends on extensive interaction with salespeople who are happy in their work. This is the first study to show that negotiator job satisfaction can affect important negotiation outcomes.