The impact of real Estate Market knowledge on tenure choice: A comparison of black and white households

Abstract

Homeownership is an important social and financial achievement for most U.S. households. Various explanations have been offered for the large and persistent gap in the ownership rates of black and white households, but studies have consistently fallen short of identifying all of the causes.

The data we used were derived from a survey of the residents of the Columbus, OH, area. We argue that differences in real estate market knowledge and information affect the tenure choice decisions of black and white households. We estimate a model that is augmented to include a measure of real estate knowledge and find that additional knowledge increases the likelihood of homeownership. This holds even when we account for the endogeneity of such knowledge. We conclude that differences in real estate knowledge contribute to explaining the racial gap in homeownership rates, a finding that can be addressed through public policy interventions such as counseling programs.     

Instrumental Variables Estimation in Political Science: A Readers’ Guide

The use of instrumental variables regression in political science has evolved from an obscure technique to a staple of the political science tool kit. Yet the surge of interest in the instrumental variables method has led to implementation of uneven quality. After providing a brief overview of the method and the assumptions on which it rests, we chart the ways in which these assumptions are invoked in practice in political science. We review more than 100 articles published in the American Journal of Political Science, the American Political Science Review, and World Politics over a 24‐year span. We discuss in detail two noteworthy applications of instrumental variables regression, calling attention to the statistical assumptions that each invokes. The concluding section proposes reporting standards and provides a checklist for readers to consider as they evaluate applications of this method.     

Pulling the Levers: Transformational Leadership,Public Service Motivation,and Mission Valence

This article contributes to our understanding of public service motivation and leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of public service motivation on employees’ attraction to the organization’s mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation. Second, the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important indirect effect on mission valence through its influence on clarifying organizational goals and fostering public service motivation.     

Does Involvement in Performance Management Routines Encourage Performance Information Use? Evaluating GPRA and PART

The Government Performance and Results Act (GPRA) of 1993 and the George W. Bush administration’s Program Assessment Rating Tool (PART) established new routines that were intended to foster performance management practices. Using data from two surveys, the authors find that the involvement of agency employees in GPRA processes and PART reviews generally had little direct effect on performance information use once other factors are accounted for. The main exception is that managerial involvement in GPRA processes and PART reviews is associated with the use of performance data to refine measures and goals. This reflects the limits of government‐wide reform efforts that depend on difficult‐to‐observe bureaucratic behavior. The authors also find that a series of organizational factors—leadership commitment to results, learning routines led by supervisors, the motivational nature of the task, and the ability to link measures to actions—are positive predictors of performance information use.