Causal inference and American political development: common challenges and opportunities

Public Choice - The causal inference (CI) movement has forced political scientists to think far more seriously about what can be learned from a particular research design and to be more attentive...     

How empowering leadership reduces employee silence in public organizations

The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors reduces public employee silence, by improving employee trust in their supervisors, granting employees control over their jobs, and strengthening identification with the organization. We test the model in two cross‐sectional studies with data collected from all employees working in two local governments in the United States. We find empirical support for the model in both studies. We discuss the implications of the research results for public management scholarship and practice.     

NOAA's Resurrection of Program Budgeting: Déjà Vu All Over Again?

The National Oceanic and Atmospheric Administration instituted a Planning, Programming, Budgeting, and Execution System (PPBES) in 2002. As supplemented by matrix management, PPBES was appealing as an effort to rationalize the performance of an agency with an especially high degree of functional overlap among its component parts. Although PPBES has had some salutary effects, the agency's experience to date consistent with accounts of the difficulties that led to the abandonment of program budgeting by the civilian bureaucracy almost 40 years ago. As such, it speaks to the limits of performance assessment as a means of reallocating resources and responsibilities across organizational boundaries.     

A basic tool set for a generalized directional model

In political science, there are two classes of spatial models: those which are based on a distance logic and those which are based on a directional logic. This distinction can be found in terms of diverse topics, as voting theory, coalition theory or legislative politics. While Tsebelis (Br. J. Political Sci. 25:289–325, 1995) among others discussed implications of distance models, the respective counterparts for directional models have not been explicitly derived in the existing literature. We try to close this gap by discussing discrepancies between both kinds of models and derive some of the most relevant tools for analyses based on directional models.     

A process for identifying social and environmental issues: a case of the US forest products manufacturing industry

• Application of an issues management approach to corporate social responsibility consists of identifying, evaluating and responding to those issues that an industry must address in order to be socially responsible. This research focussed on identifying social and environmental issues relevant to the US forest products manufacturing industry. Towards this end, 14 interviews were conducted with key‐informants drawn from non‐government organizations, government and political offices, forest products associations, a multilateral organization and an extension expert. A rich set of issues was generated covering social and environmental issues. However, such a set may contain issues that are far too radical and may be challenging for companies to pursue. Accordingly, in order to develop a doable, socially credible and concise set of issues, a Delphi technique was employed consisting of forest products management and marketing academicians from various US universities. A two‐round Delphi resulted in identification of six social and six environmental issues that the US forest products manufacturing industry must address in order to be socially responsible. This proposed two‐stage process may have special relevance for companies that are entering into new markets overseas.

Copyright © 2009 John Wiley & Sons, Ltd.     

First Priorities in Military Professionalism

This article contends that it is time for the armed forces to revisit their schools, day rooms, wardrooms, squadron meeting places, headquarters, bases and posts to increase the level of awareness and the teaching of professional norms.     

Measuring Partisan Bias in Single‐Member District Electoral Systems

In recent decades, the literature has coalesced around either symmetry or responsiveness as measures of partisan bias in single‐member district systems. I argue neither accurately captures the traditional idea of an “efficient” gerrymander, where one party claims more seats without more votes. I suggest a better measure of efficiency and then use this new measure to reconsider a classic study of partisan gerrymandering. Contrary to the original study findings, I show that the effects of party control on bias are small and decay rapidly, suggesting that redistricting is at best a blunt tool for promoting partisan interests.