Inside a Cultural Agency: Team Ethnography and Knowledge Exchange

This article undertakes an auto-critical analysis of the research team's ethnographic study of Cultural Enterprise Office (CEO), a Scottish creative business support agency. We discuss the team's composition and how this relates to other analyses of ethnographic teamwork. Our research is situated in the wider policy context of the “creative-economic” turn in the UK's research funding. This has been accompanied by increased emphasis on “knowledge exchange” and “impact” in the drive for greater accountability in higher education. The team's evolution in the course of undertaking research is illustrated by reference to four “pivotal moments,” which illustrate how we “performed” knowledge exchange.     

The social organization of masculine violence in nighttime leisure scenes

Recent scholarship on masculinity and crime suggests that men who have difficulty asserting their masculine status due to social marginalization (across age, class, and racial lines) have a higher likelihood of engaging in violent behavior to offset their lack of social power in other areas. While marginalization can abet the development of masculine violence, in this article I suggest more attention to the mitigating effects of structural changes and cultural contexts is necessary for a richer understanding of how masculine violence plays out. Drawing on multi-method ethnographic data from a case of one major US city with a thriving nighttime cultural economy, I aim to show how the structural characteristics of nighttime leisure scenes create situations for the enactment of particular forms of violence that reflect a number of subterranean convergences with the masculinization of the cultural economy.     

Mining codes in Africa: emergence of a ‘fourth’ generation?

A burgeoning interest among academics, policy-makers and civil society groups has developed concerning Africa's extractive sector and particularly its mining codes, which are now at the centre of a wider policy debate over natural resource governance and economic development on the continent. This article reviews the evolution of Africa's regulatory codes in the mining sector, which has undergone what Bonnie Campbell describes as ‘three generations’ of liberalization since the 1980s. We also highlight new voluntary, regional and transnational initiatives, driven by a host of heterogeneous actors from Africa and abroad, which constitute a ‘fourth’ generation of mining codes and natural resource governance practices that place primary emphasis on transparency and accountability by both mining companies and host governments. This new generation of natural resource governance initiatives presents new opportunities as well as unique challenges, particularly with the growing role of emerging economies such as the BRICS (Brazil, Russia, India, China and South Africa). We conclude by assessing future trends and policy challenges in Africa's extractive sector governance.     

Serving Clients When the Server Crashes: How Frontline Workers Cope with E‐Government Challenges

Implementing e‐government in the contemporary American state is challenging. E‐government places high technical demands on agencies and citizens in an environment of budget austerity and political polarization. Governments developing e‐government policies often mobilize frontline workers—also termed “street‐level bureaucrats”—to help citizens gain access to services. However, we know little about how frontline workers cope in these challenging circumstances. This article fills this gap by examining frontline workers implementing the Patient Protection and Affordable Care Act. Based on a qualitative analysis, the authors find that frontline workers “move toward clients” when coping with stress: they bend the rules, work overtime, and collaborate in order to help clients. They are less inclined to “move away” or “move against” clients, for instance, through rigid rule following and rationing. In other words, frontline workers try to serve clients, even “when the server crashes.” Frontline workers, then, can play a vital role in the successful implementation of e‐government policies.