Taking Threat Seriously: Prejudice,Principle, and Attitudes Toward Racial Policies

Drawing from group theories of race-related attitudes and electoral politics, we develop and test how anxiety influences the relative weight of prejudice as a determinant of individuals’ support for racial policies. We hypothesize that prejudice will more strongly influence the racial policy preferences of people who are feeling anxious than it will for people who are not. Using an experimental design we manipulate subjects’ levels of threat and find significant treatment effects, as hypothesized. We find that individuals’ racial policy attitudes are partially conditional on their affective states: individuals who feel anxious report less support for racial policies than those individuals who do not feel anxious, even when this threat is stimulated by non-racial content. More broadly, we conclude that affect is central to a better understanding of individuals’ political attitudes and behaviors.     

Understanding the changing role of public sector performance measurement in less developed countries

This article develops a framework for understanding changes in the demand for and supply of performance information in public sector organizations in less developed countries (LDCs). New Institutional Sociology (NIS) is used to argue that pressures from specific stakeholders stimulate organizations to produce particular performance information. The article distinguishes three groups of stakeholders (i.e. funding bodies, statutory boards and purchasers), and elaborates on the performance dimensions these stakeholders are interested in. The group of funding bodies, with their interest in financial performance information, used to be the most important group of stakeholders. However, statutory boards and purchasers are gaining importance as a result of recent public sector reforms, which include decentralization, marketization and the implementation of anti‐corruption programs. As a consequence of pressures coming from these stakeholders, new performance dimensions, such as the quality and quantity of services and the political governance structure, will be added to organizations' performance measurement (PM) systems. Whether these and other—often more traditional financial—performance dimensions will be balanced and integrated throughout organizations depends on the power positions of the various stakeholders. The arguments presented in this article intend to stimulate public sector organizations in LDCs to design and redesign PM systems as a response to changing stakeholder interests. Copyright © 2010 John Wiley & Sons, Ltd.     

Closing the Window of Vulnerability: Nuclear Proliferation and Conventional Retaliation

Living with a nuclear-armed enemy is unattractive, but, strangely, states seldom use their military power to prevent the enemy’s entry into the nuclear club. It is puzzling why preventive strikes against nuclear programs have been quite rare. I address this puzzle by considering the role of conventional retaliation, a subfield of deterrence that so far has received scant attention in the literature. I theorize the concept of conventional retaliation and test its explanatory power. First, I explore all historical cases where states struck another state’s nuclear installations and find none occurring when the proliferator threatened conventional retaliation. Second, I explore two cases where a strike was most likely, but the would-be attacker balked and find smoking-gun evidence that the threat of conventional retaliation restrained the would-be attacker. This evidence supports my claim that the threat of conventional retaliation is sufficient to deter a preventive strike against emerging nuclear states.