Red Tape: Developing and Validating a New Job‐Centered Measure

Red tape studies typically focus on burdensome rules that have negative effects on organizations, as perceived by managers. The one‐item general red tape scale is representative of this approach. However, scholars have called for improved measures that address the scale's shortcomings. This article introduces a new measurement scale that features (1) red tape as a two‐dimensional construct that includes compliance burden and lack of functionality and (2) a job‐centered approach that measures red tape as experienced by employees in their jobs rather than more generally in the organization. A set of survey questions derived from interviews with government employees was validated using data from 1,203 government employees. The findings indicate that the two‐dimensional job‐centered red tape scale is reliable and valid. The authors conclude that this measure can improve research and be used by managers for a “quick scan” to detect the location and severity of red tape.     

Being Strategic in Partnership – Interpreting Local Knowledge of Modern Local Government

Broad and international literature exists on networked governance which has both described and informed recent transformations in local government. Reforms in the UK have led to the development of strategic partnerships to join up services and solve wicked issues. In Scotland, these are referred to as Community Planning Partnerships. Evidence from numerous studies has highlighted the partial nature of this transformation, particularly around community engagement, with some of the pioneers of this work now questioning earlier assumptions. This article presents an interpretive policy analysis of strategic partnership in Scotland to add three themes to this literature. First, to demonstrate the historical contingency of ‘joined-up government’; second, to explore the practices and meanings used by policy actors to understand ‘strategic’ and ‘partnerships’. Finally, the article problematises strategic partnership working, suggesting that in and of itself it creates effective barriers to community empowerment and even engagement.     

The tax-welfare mix: explaining Japan's weak extractive capacity

Abstract

Despite having the highest level of public debt in the Organisation for Economic Co-operation and Development (OECD), higher than Greece or Italy, Japan has one of the lowest aggregate tax burdens of the advanced industrial democracies. This paper asks why Japan, once described as a strong developmental state, has had such a weak extractive capacity, an inability to raise revenues to confront deficits and public debt? In contrast to the existing explanations that focus on political institutions, partisan preferences, or economic globalization, this article argues that Japan's ‘tax–welfare mix’ – the combination of taxes and redistributive welfare polices – undermined the state's long-term capacity to secure adequate tax revenue. More than just a source of revenue, taxes can be used directly to achieve redistributive goals, such as targeting low taxes and exemptions to specific groups. This study shows how Japan's tax–welfare mix diminished its extractive capacity through three mechanisms: the political lock-in of a redistributive social bargain struck around low taxes, the timing and sequencing of its tax policy and welfare development, and the erosion of public trust, which undermined tax consent. Beyond offering a new theory of extractive capacity, the tax–welfare mix explains aspects of Japan's tax structure that defy existing explanations and contributes to our understanding of the capitalist development state by highlighting the redistributive political function of tax policy and its long-term impact on state capacity.     

Personnel Constraints in Public Organizations: The Impact of Reward and Punishment on Organizational Performance

In recent years, many public sector reforms have attempted to loosen personnel constraints on the assumption that more managerial flexibility will increase organizational performance. The authors mount an empirical study to test this assumption using data taken from English local government authorities. Personnel constraints are operationalized using Rainey's long‐standing measures of the concept. Statistical results from multiple regression analyses indicate that “difficulty in removing poor managers” is harmful to organizational performance, but “difficulty in rewarding good managers” has no effect. The authors delve inside the organizational hierarchy and find that attitudes toward personnel constraints vary by organizational level and managerial rank: for example, frontline managers feel more constrained overall, while senior managers’ perceptions of constraints are more closely linked to organizational performance but in some unexpected ways. The implications of these findings, including the fact that personnel constraints have varying impacts on organizational performance, are considered.     

Another white elephant? Youth councils as democratic structures

UK society has probably never witnessed the kind of activism now emerging to tackle the roots of age-based discrimination and inequality. Everyone appears to be consulting and listening to children. The most favoured response by statutory and voluntary agencies for encouraging children and young people's participation has been the setting up of youth councils. This paper considers the extent to which youth councils enable participatory citizenship and democratic participation. In so doing, the commonplace suggestion that young people exhibit a lack of enthusiasm for involvement in ‘political’ matters and issues of local representation is challenged. The concept of active citizenship is mobilised to highlight particular ethical and methodo logical issues that need to be addressed at a local level if successful partner ship working that includes young people is to be achieved.     

Use of a solid absorbent and an accelerant detection canine for the detection of ignitable liquids burned in a structure fire

ABSTRACT: Ignitable Liquid Absorbent^™ (ILA), a commercial solid absorbent intended to assist fire scene investigators in sample location and collection, has been field tested in three separate room fires. The ability of the ILA to detect and absorb different amounts of gasoline, odorless paint thinner, and camp fuel on two different substrates after a full-scale burn was assessed against results from an accelerant detection canine and laboratory analysis using gas chromatography-mass spectrometry (GC-MS). The canine correctly alerted on most of the panels that contained an ignitable liquid after the fire, while the ILA indicator dye failed to indicate in the presence of gasoline and camp fuel. GC-MS results for ignitable liquid residue from each panel and from the ILA showed that ILA absorbed odorless paint thinner and camp fuel from most of the test panels, but failed to absorb gasoline from the panels on which gasoline was confirmed to be present.