Beliefs About Corporate America and the Structure of Opinions Toward Privatization

This research analyzes the individual-level factors associated with public support for the private provision of public goods and services. Given that privatization requires the transfer of authority from public to private entities, we argue that beliefs about private companies are an important and overlooked source of heterogeneity in explaining public policy preferences toward privatization. We test this expectation using survey data from the 2014 Cooperative Congressional Election Study. We find that support for privatization is associated with positive beliefs about the motivation of private companies and with favorable views about corporate accountability relative to the accountability of government. Opposition to privatization is associated with beliefs about corporate influence in politics. Preferences for limited government are also associated with support for privatization. These results highlight the potential for beliefs about private companies to serve as a group heuristic in political reasoning and the ability of citizens to make reasoned choices on complex public policy issues.     

In Praise of <Emphasis Type="Italic">The American Political Tradition</Emphasis>

No book is more exemplary in identifying the continuity of democratic statesmanship in the United States than Richard Hofstadter's second book. Its scope is long—from the Framers through the New Deal. The author's insights are brilliant, expressed with literary brio. No other book manages to convey the basic homogeneity of American politics with such persuasiveness, in blending that tradition with the defense of enterprise and property (and in sprinkling the portraits with such acerbic wit). The unifying thread nevertheless needs to be modified in the light of greater sensitivity to the ordeal of race, and in evaluating how the heritage of the New Deal has tempered the commitment to an unbridled capitalism.     

South Korean views on Japan's constitutional reform under the Abe government

In this Special Section, this article reviews South Korean views on Japan's ‘peace’ Constitution and the Abe government's attempts at constitutional reform. It identifies three different understandings among South Korean academics on why Japan is escalating attempts to revise the Constitution under the Abe government. An in-depth analysis demonstrates that all three perspectives pay specific attention to Japan's constitutional reform in relation to security policy changes. However, they differ in assessing the impact of Japan's constitutional reform on South Korea as well as how South Korea should deal with such a change. A minority opinion considers Japan's ‘remilitarisation’ through constitutional revision as conducive to South Korean security interests by increasing deterrence against North Korea, whereas the dominant opinion is that any attempt to revise the Constitution could be in and of itself a potential threat to South Korea's security due to a lack of trust attributed to unresolved historical conflicts between Korea and Japan. However, all three approaches pay hardly any attention to the positive role of Japan's peace Constitution while Japan's peace Constitution might provide a regional peace model in Northeast Asia.     

Diversity,Trust, and Social Learning in Collaborative Governance

Scholarship on collaborative governance identifies several structural and procedural factors that consistently influence governance outcomes. A promising next step for collaborative governance research is to explore how these factors interact. Focusing on two dimensions of social learning—relational and cognitive—as outcomes of collaboration, this article examines potential interacting effects of participant diversity and trust. The empirical setting entails 10 collaborative partnerships in the United States that provide advice on marine aquaculture policy. The findings indicate that diversity in beliefs among participants is positively related to relational learning, whereas diversity in participants' affiliations is negatively related to relational learning, and high trust bolsters the positive effects of belief diversity on both relational and cognitive learning. In addition, high trust dampens the negative effects of affiliation diversity on relational learning. A more nuanced understanding of diversity in collaborative governance has practical implications for the design and facilitation of diverse stakeholder groups.     

For the Want of a Nail: The Interaction of Managerial Capacity and Human Resource Management on Organizational Performance

Human resource management and managerial capacity are well documented in the public management literature as integral management functions. The field has devoted attention to the importance of human resources, but it has yet to consider whether human resource management interacts with capacity in attaining organizational outcomes. Using a large‐N, multiyear data set of public organizations, this article seeks to rectify this gap in the literature. The findings validate scholarly arguments on the importance of public organizations’ need to manage human resources and capacity effectively, identifying just the right combination for performance gains. Empirical results encourage practitioners to consider the ways in which human resource management and capacity work together to influence performance but sometimes undermine each other in counterintuitive ways.