High Performance Expectations: Concept and Causes

Employees contribute more when they are aware of their leaders’ high performance expectations (HPE), but how can leaders successfully convey HPE? Here it is argued that both transformational and transactional leadership behaviors involve goal-setting, which can affect employee-perceived HPE. Using a leadership training field experiment with 3,730 employees nested in 471 organizations, the findings support that training in transformational, transactional and combination leadership training significantly increased employees’ HPE relative to a control group. Furthermore, transformational leadership and pecuniary rewards seem to be important mechanisms. This implies that public leaders can affect HPE through leadership and thus potentially organizational performance.     

On Humanitarian Refugee Biometrics and New Forms of Intervention

This article traces the development from the Office of the United Nations High Commissioner for Refugees (UNHCR) initially using biometrics in a few pilot projects (in the early-to-mid-2000s) to the emergence of a policy in which biometric registration is considered a ‘strategic decision’. It then engages key insights from current debates about ‘materiality’ and agentic capacity in combination with current debates about new forms of intervention. Finally, these insights are combined into a framework through which the article engages critically with this development of humanitarian refugee biometrics by posing the following question: how does an approach to technology that takes seriously the idea of matter as capable of agentic capacity enhance an appreciation of the ways in which these humanitarian technologies may contribute to the emergence of new forms of intervention? Through an analysis of how the emergence of digitalized biometric refugee data has affected the relationship between the UNHCR, donor states, host states and refugees, the article shows how the UNHCR’s trialling of new biometric technologies – combined with actual and potential data-sharing practices – has advanced the technology’s performance and acceptability whilst at the same time also rendering new dimensions of refugee life intervenable, not only to humanitarian actors.     

Regional Governance Networks: Filling In or Hollowing Out?

The debate on what effect networks have on the existing institutions of representative democracy is highly polarized. On one hand, networks are regarded as means to ‘fill in’ where traditional institutions fail, and on the other, networks are viewed as arrangements draining or ‘hollowing out’ traditional institutions of power and legitimacy. In this article, filling in and hollowing out are treated as two distinct dimensions, opening up for the possibility that networks may both fill in and hollow out member organizations. The argument is that networks, to be able to fill in, must be ‘strong’ (autonomy, resources), but the stronger they become, the higher the probability that they also hollow out their individual members. This thesis is empirically illuminated by studying political governance networks in Norway (i.e., voluntary cooperation between municipalities creating a regional council). Main findings conclude that these networks only to a very moderate degree fill in and hollow out, indicating that the networks play a largely symbolic role. However, there are variations between networks, and the data indicate that the degree of hollowing out depends on both the strength of the network (size and asymmetry) and its individual members (i.e., their population size).     

What similes in Sāṃkhya do: a comparison of the similes in the Sāṃkhya texts in the Mahābhārata, the Sāṃkhyakārikā and the Sāṃkhyasūtra

In Sāṃkhya similes are an important means to communicate basic philosophical teachings. In the texts similes are frequently used, especially in the Sāṃkhya passages in the Mahābhārata, in the Sāṃkhyakārikā and in the Sāṃkhyasūtra. This paper compares the similes in these three texts and analyses changes in the philosophy as revealed in the similes. A comparison of the similes of Sāṃkhya texts produced over more than one thousand years reveals changes in the emphasis in this philosophical system. The purpose of the similes in the Sāṃkhya passages of the Mahābhārata is to produce an intuitive understanding of the separateness of puruṣa and prakṛti. The similes are designed to lead the listener to understand this basic dualism. In the Sāṃkhyakārikā the most difficult issues are the relationship between prakṛti and puruṣa and the idea of prakṛti working for the salvation of puruṣa. One whole chapter of the Sāṃkhyasūtra is devoted to similes.     

Injuries due to deliberate violence in areas of Denmark. IV. Alcohol intoxication in victims of violence. The Copenhagen Study Group

A material of 1316 victims of deliberate violence was collected prospectively during a one year period in three Danish emergency wards covering a provincial/rural area and two metropolitan areas. The frequency of alcohol intoxication was determined. Forty-one percent of the patients were intoxicated. The highest frequency was found in male victims, in the provincial/rural area, in restaurants or their vicinity, in the age group 35-49, during evenings and nights and in May. It is difficult to indicate specific preventive measures. However, a more restrictive attitude is suggested with regard to serving alcohol to intoxicated persons in restaurants.     

Are transformational and transactional types of leadership compatible? A two‐wave study of employee motivation

Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service‐ or community‐oriented visions was undercut when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organizations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.     

Public Sector Growth: Comparing Politicians’ and Administrators’ Spending Preferences

The notion that appointed bureaucrats act as budget maximizers still stands strong within theories attempting to explain the growth in the size of the public sector. This paper reports the results of a case study that included local authority politicians and bureaucrats in 30 Norwegian municipalities and where differences in spending preferences was empirically investigated. Counter to the original theory, bureaucrats seem to be less expansive than their political counterparts. The most expansive were found to be members of political left‐wing parties, the more peripheral politicians and administrators, women, those with lower education and those working in the public sector. Nevertheless, there is some support given to a modified hypothesis that administrators have stronger preferences for ‘slack’ (that is, organizational slack in terms of spending more money on internal administration) than politicians. The data also strongly support the notion that within a specialized sector, both politicians and administrators have similar preferences for higher spending to their specific sector.     

Radio Silence and Radio Deception: Secrecy Insurance for the Pearl Harbor Strike Force

Despite solid documentation that the Japanese Strike Force maintained strict radio silence, recent revisionists have seriously misinterpreted new US archival releases in an effort to 'prove' that US Officials acquired advance knowledge of the Japanese attack on Pearl Harbor. Using twenty-year-old 'remembrances', long dismissed claims that the British also acquired such 'foreknowledge' have been recently resurrected and supplemented with similar Canadian allegations. Instead of code-breaking, it is now is suggested that such 'foreknowledge' was acquired by tracking the Strike Force by direction finder bearings and 'fixes'. However, these revisionist claims are fraught with a wide range of serious errors that render them baseless. Therefore, their allegations of advance knowledge of the attack and suggestions of a deliberate US failure to warn Hawaiian military officials must be completely disregarded as without any foundation whatsoever.