The Taiwan Strait: A Continuing Status Quo of Deadlock?

Relations across the Taiwan Strait have demonstrated over the past 50 years a cyclical nature, revolving between states of limited tension or conflict and generally peaceful and politically acceptable stalemate. Individual policy directions followed by all of the three main actors in cross-Strait relations--China, Taiwan and the United States--continue to be pursued with a high degree of ambivalence, as countervailing political imperatives mean that any policy contains within itself the seeds for its own reversal. Any equilibrium is consequently inherently unstable, yet also drives relations back to a status quo of deadlock from which a new cycle can again commence. Given the full range of objectives on all sides, there is little likelihood of the presently existing deadlocked status quo moving towards a stable resolution. The state of neither war nor peace will continue in the Taiwan Strait, but the margin for error in probable future cycles of tension and stability remains very small.     

A Special Section: Negotiating and Psychoanalysis: Some Common Aspects of Practice

Negotiation Journal -     

Institutionalizing Legal Consciousness: Regulation and the Embedding of Market Participants in the Securities Industry in Ghana and Fiji

How do differences in the implementation of regulation impact market behavior? I propose a theoretical framework to understand this impact as part of the process of embedding market participants through the institutionalization of legal consciousness within a field of action. I use this framework to understand the impact of the difference in the implementation of securities regulation in Ghana and Fiji. In Fiji, where the regulatory agency is more present and process‐oriented, brokers operate with a greater orientation toward formal rules. In Ghana, where the regulatory agency is distant and auditing, brokers rely on explicit enforcement of floor‐based norms. Conceiving of legal consciousness as an emergent feature of a field of social action advances the understanding of how legality is institutionalized, since the emergent structure shapes the orientations, behavior, and relations of actors within the field.     

Controlling Internal Controls

Two recent examinations of management practices in three federal departments provide contemporary evidence of the need to incorporate procedures like those of the Sarbanes-Oxley Act in the public sector. Although each department established what appeared to be well-designed internal controls, all lacked sufficient monitoring and assessment of the efficacy of those controls. By requiring senior management to attest to the strength of their control mechanisms, as required by the newly revised OMB Circular A-123, the quality of this monitoring should improve. Findings from a recent study of private-sector implementation of these reforms are described, along with suggestions for public administration research and practice at all levels of government.