Inside chinese bureaucracy: Civil service reform in the ministry of light industry

Since 1987, mainland Chinese ministries have been experimenting with a western style civil service system. The provisional guidelines published in that year called for the creation of a professional administrative class to be hired by open recruitment at the central and provisional levels of leading state ministries. The article is a micro-analysis of civil service reform in the Ministry of Light Industry and evaluates the first two years of reform in this ministry, which is responsible for supervising roughly twenty percent of China's production of durable consumer goods. The reform process has been gradual and incremental. The reforms were stimulated by the need to modernize China's state-run ministries in order to make them economically competitive with the mainland's growing private market sector. However, the article concludes that the reforms are too limited to make a substantial contribution to this goal.     

Conspiracy Theories and the Paranoid Style(s) of Mass Opinion

Although conspiracy theories have long been a staple of American political culture, no research has systematically examined the nature of their support in the mass public. Using four nationally representative surveys, sampled between 2006 and 2011, we find that half of the American public consistently endorses at least one conspiracy theory and that many popular conspiracy theories are differentiated along ideological and anomic dimensions. In contrast with many theoretical speculations, we do not find conspiracism to be a product of greater authoritarianism, ignorance, or political conservatism. Rather, the likelihood of supporting conspiracy theories is strongly predicted by a willingness to believe in other unseen, intentional forces and an attraction to Manichean narratives. These findings both demonstrate the widespread allure of conspiracy theories as political explanations and offer new perspectives on the forces that shape mass opinion and American political culture.     

Fueling the Populist Divide: Nativist and Cosmopolitan Preferences for Representation at the Elite and Mass Level

Political Behavior - Although populist leaders often employ an anti-elite discourse which presents the elite as unable or unwilling to represent ordinary citizens, we know very little about who...     

Corporate Incubators: Industrial R&D and What Universities can Learn from them

The explosive growth of incubation has seen a concurrent and significant increase in research on and knowledge of the incubation phenomenon. However, instead of comprehensively differentiating between non-profit and for-profit incubators, research has described a whole array of partly overlapping archetypes, thus missing out on important aspects. This article first offers two arguments validating a framework of what non-profit university incubators can learn from for-profit corporate incubators before presenting the framework itself. While corporate incubators are for-profit organizations with which to enhance a corporation’s technology development, university incubators try to leverage technological insights from the university in a similar manner. In accordance with their respective missions, organizational structures, incubator processes and resource flows, it is possible to transfer lessons learned from two corporate incubator archetypes—the fast-profit incubator and leveraging incubator—to the world of university incubator. Our empirical findings are based on in-depth case studies of 25 companies through 52 semi-structured interviews with managers of corporate incubators of large technology-intensive corporations in Europe and the U.S., two EU incubator benchmarking surveys and five interviews with the heads of technology transfer offices of two top technology universities.     

Wiki and the Agora: ‘It's organising,Jim, but not as we know it’

This article argues that those keen to characterise and harness the empowering potential of Information and Communications Technology [ICT] for development projects must understand that the very existence of this technology opens up alternative models of co-operation and collaboration. These models themselves necessitate breaking away from ‘traditional’ command-and-control models of management. One alternative is to persuade participants, or potential participants, to co-ordinate their efforts along the lines exemplified by the open-source software movement and the contributors to Wikipedia: models of co-ordination that ought not to work but appear to do so. The article offers a summary of this argument, and then suggests ways in which NGOs in particular might try to incorporate these insights into their strategies. This is particularly critical for organisations that rely on increasingly pressurised funding opportunities, and which also seek to develop and engender participation and determination from within and among specific target groupings.