Intentional Self Regulation in Middle Adolescence: The Emerging Role of Loss-based Selection in Positive Youth Development

Intentional self regulation describes how people make choices, plan actions to reach their goals, and regulate the execution of their actions, making processes of intentional self regulation central to healthy human functioning. Prior research has confirmed the presence of three processes of intentional self regulation—elective selection (ES), optimization (O), and compensation (C)—in middle adolescence (Grades 8 through 10) and concurrent and predictive relationships with measures of Positive Youth Development (PYD). A fourth process, loss-based selection (LBS), should also develop by the end of middle adolescence. The present study used data from the 4-H Study of PYD to confirm the presence of a four-scale structure of intentional self regulation (ES, O, C, and LBS) in a sample of 2,357 racially diverse Grade 10 youth (63% female) and examine its covariation with indicators of positive and problematic development. Results supported the identification of a four-part structure of intentional self regulation, and scores covaried positively with indicators of PYD and negatively with substance use, delinquency, and depressive symptoms. Implications of the findings for the understanding of self-regulatory actions in adolescence and for future research are discussed.     

Local Institutions and the Politics of Urban Growth

This article uses a political market framework to analyze how the structure of local political institutions affects the relative political influence of development and environmental interests in the context of urban growth. Using panel data from 406 Florida cities from 1998 to 2003, the empirical analysis finds important interaction effects between the structure of city executive branch institutions and interest group variables. The economic and political forces driving urban growth do not operate identically in all cities—they vary as a function of institutional context. Institutional structure helps determine which interest groups have their preferences reflected in local land-use changes and development patterns. The resulting patterns suggest a "sustainability paradox" wherein richer, environmental interests push for the preservation of environmental amenities while at the same time accelerating the number of residential units built in a community.     

The impact of surplus sharing on the portfolio mix of public sector defined benefit pension plans: a public choice approach

The riskiness of state employee pension plan portfolios varies across states. We investigate whether this variation is related to how public employees and taxpayers share actuarial surpluses of pension accounts. We focus on two determinants of a plan’s asset mix: the relative influence of public employees to taxpayers; and whether a surplus-sharing contract is specified. Our theoretical model demonstrates that the effect of public employee influence on the asset mix is ambiguous. Our empirical results corroborate this complex theoretical result. In our theoretical and empirical analyses, if a surplus sharing rule is specified, plans adopt a more aggressive investment allocation.     

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.     

Searching for the best structure for American local government

Citizens, practitioners and academicians involved in local government have for decades debated the best structure for local public organizations; at the polar ends of this debate are those advocating rational administration and those advocating political responsiveness. The conventional wisdom equates rational administration with reformed structures like the council-manager plan and political responsiveness with structures which have an elected chief executive officer. The debate is unresolvable within this value-driven framework, and these ideological positions do not seem to be helping in the design of governmental structures which “work” in a practical and meaningful way. The paper argues for a “functional” model of local government structure based on how much citizens and administrators can know and oversee with competence. The analysis leads to a significant rethinking of the role of governing bodies, administrators, and the general management position in American local government.