A Strategic Theory of Bureaucratic Redundancy

Do redundant bureaucratic arrangements represent wasteful duplication or a hedge against political uncertainty? Previous attempts at addressing this question have treated agency actions as exogenous, thus avoiding strategic issues such as collective action problems or competition. I develop a game‐theoretic model of bureaucratic policy making in which a political principal chooses the number of agents to handle a given task. Importantly, agents have policy preferences that may be opposed to the principal's, and furthermore may choose their policy or effort levels. Among the results are that redundancy can help a principal achieve her policy goals when her preferences are not aligned with the agents'. But redundancy is less helpful if even a single agent has preferences relatively close to the principal's. In this environment collective action problems may cause multiple agents to be less effective than a single agent. Redundancy can also be unnecessary to the principal if the agent's jurisdiction can be terminated.     

In the Wake of 'A Certain Maritime Incident': Ministerial Advisers, Departments and Accountability

This article considers the accountability of ministerial advisers and their relationship with departments in the light of 'the children overboard' incident. It argues that if ministers are not going to accept responsibility for the actions of their advisers then on those occasions the advisers should be separately accountable to the parliament. The article further suggests that the department heads have a particular responsibility for ensuring the integrity of ministerial advice, and proposes steps to reinforce their capacity to fulfil that responsibility.     

Legal Constraints and the Choice of Educational Grant Structures

Recent empirical work suggests that legalconstraints are significant in choosingstate educational grant structures. Unfortunately, the literature has not takensuch constraints into account, thus callinginto question particular grant structurerecommendations. This paper studies theconditions under which a legislature, underorder to reform its educational grantstructure, prefers foundation grants overdistrict power equalization grants. Atheoretical model is presented in which thechoice is shown to depend on the legalbasis of the court's decision, and theempirical validity of this conclusion isdemonstrated using Connecticut data and aseparate model of school districtexpenditure choice.     

Continuity and change: the administration of George W. Bush and US policy toward Taiwan

This paper examines recent modifications in American policy toward the Republic of China (ROC or Taiwan). It contends that, while the George W. Bush Administration may have carried out a significant readjustment of US policy, available evidence suggests that it will not endorse any major upgrades in ties with Taipei during the foreseeable future. Like previous administrations, the Bush Administration now recognizes the value of engaging the People's Republic of China (PRC). This development holds important implications for the future trajectory of America's relations with Taiwan and the PRC and for peace and stability in the Western Pacific.     

Candidates' Ideological Locations,Abstention, and Turnout in U.S. Midterm Senate Elections

Many spatial models of voting suggest that citizens are more likely to abstain when they feel indifferent toward the candidates or alienated from them. In presidential elections, previous research offers evidence that alienation and indifference affect individuals' probabilities of voting. We find evidence that indifference and alienation also affect the decision to vote in midterm Senate elections, a context not previously explored. These individual-level effects imply that candidates' ideological locations should influence aggregate turnout by affecting the proportions of citizens who feel indifferent toward or alienated from the candidates. Our aggregate-level analysis supports this (at least in contests featuring two previous and/or future members of Congress). Our findings underscore the importance of the electoral context for understanding citizen behavior and suggest that elections featuring at least one centrist candidate may be normatively appealing since they stimulate participation.     

When Doves Cry: International Rivalry, Unreciprocated Cooperation, and Leadership Turnover

Varied research traditions suggest that dovish leaders will be thrown out of office under harsh external circumstances. Below, I elaborate a model of rivalry maintenance that draws on and refines the insight from studies of leadership tenure and foreign policy. Specifically, I expect a leader who offers unreciprocated cooperation to a rival (a dove) to be more likely to be deselected from power than a leader that takes a harder line vis-à-vis the rival (a hawk). I test this expectation using event history techniques and data spanning the 1950–1990 time period and find strong evidence that dovish leaders pay an electoral price within a rivalry context. The findings suggest an internationally contingent domestic incentive to maintain rivalry and conflict over time .     

Adolescent Depressed Mood in a Multiethnic Sample

This research assessed whether there is an impact of race-ethnicity on depressed mood among adolescents, independent of socioeconomic status, whether gender differences in depressed mood are apparent within all race-ethnicity subgroups, and whether pubertal development influences depressed mood in a similar manner within gender and race-ethnicity subgroups. A three-stage, area probability sampling frame was utilized to select adolescents, ages 12–17 years, for an in-person interview. Depressed mood was assessed by the Children's Depression Inventory. Compared to Whites, African Americans, or Asian Americans, Latinos reported more symptoms of depressed mood, a finding that was independent of socioeconomic status. Advancing puberty was associated with depressed mood only among females, but the timing of pubertal changes, relative to ones peers, was related to depressed mood among both males and females, and among Latinos.     

Creating a Performance Culture? Performance-based Pay in the Australian Public Service

This article provides a critique of the operation of performance-based pay in the Australian public service from 1992 to 1996 and questions proposals for further experimentation with such managerial initiatives. Performance agreements underpinning performance-based pay were unable to measure adequately the performance of senior officers undertaking policy work. Appraisal reviews of these agreements also failed to increase performance feedback between supervisors and senior officers. The process of rating senior officers by supervisors, and the moderation of those ratings by senior agency management, proved to be inherently subjective and considerably increased the prerogatives of public service managers over senior officers. Linking pay to individual performance undermined teamwork and increased friction between those eligible for performance bonuses and junior officers excluded from the scheme. Yet the emphasis on individual employment relationships did not serve to undermine collective values, in particular workforce commitment to unionism.