Entrepreneurship among Nonprofit Arts Organizations: Substituting between Wage and Flexible Labor

Nonprofit entrepreneurship is largely viewed through the lens of commercialization, overshadowing other ways that entrepreneurship manifests within the sector. One such way involves nonprofits' tendency to meet workforce needs by substituting flexible for wage labor, which may be especially attractive to arts organizations given the proclivity of workers in this sector to be self-employed. The authors examine the use of flexible versus wage labor by nonprofit arts organizations, relying on panel data to account for changes in organizational size over time. The results provide evidence of a substitution effect, in which the use of wage labor by arts organizations declines in response to greater reliance on flexible labor. The findings suggest that nonprofit arts organizations are innovative employers, responding to changes in their resource environments by adjusting their mix of wage and flexible labor while also providing outlets for freelance arts workers to pursue their chosen line of work.     

Place-Based Leadership and Public Service Innovation

This article discusses two matters that are becoming increasingly important in debates about local government: place-based leadership and public service innovation. The troubling international economic outlook means that many local authorities are focusing on ‘efficiency savings’ and the prevailing mantra in public policy circles is ‘do more with less’. This article questions this approach. It aims to contribute to what one chief executive described to us as ‘more with more’ thinking. This approach strives to release the community and business energies of a locality. If this can be achieved the total resources available to improve the local quality of life can be increased, even if state spending is shrinking. A conceptual framework for studying place-based leadership is presented. This distinguishes three, overlapping realms of leadership in any given locality – political leadership, managerial/professional leadership, and community and business leadership. It is argued that the areas of overlap between these realms can be viewed as innovation zones – spaces in which established approaches can be questioned and new trajectories developed. These zones can, however, also become conflict zones with little learning and exchange taking place. Place-based leadership can influence whether such political spaces are used to promote creative problem solving or whether they become arenas for dispute and friction between sectional perspectives. By drawing on a study of the current Digital+Green initiative in Bristol, UK, the article suggests that an imaginative approach to place-based leadership – one that accepts intelligent risk taking – offers potential for improving the local quality of life as well as strengthening local democracy.     

Addressing the legitimacy of the council-manager executive in local government

This article uses the concept of legitimacy to contribute to the debate about leadership change in local government. It focuses on the council-manager form of executive, used in Australia, Ireland, Finland, New Zealand, the US, and was an option for English local authorities in the Local Government Act 2000. After reviewing the central features, underlying values, and variations that the council-manager model displays cross-nationally, the article draws on research carried out in Stoke-on-Trent, England, a city which adopted a variant of the council-manager form. The analysis assesses the model operating there in terms of legitimacy, and argues that some of its shortcomings are addressed by the introduction of a form of decentralised, deliberative, neighbourhood governance.     

Gang activity in english prisons: The staff perspective

Abstract

Gang behaviour has been associated with serious problems in American prisons (e.g., Fong and Buentello, 1991). This study explored the possible existence of indicators of gang activity in English prisons. Surveys of problems consistent with gang activity were completed by 374 prison staff in 16 prisons that were representative of the English Prison Estate. Results showed significant differences between categories of institution. The most gang-related activity was reported in male Medium security prisons and Young Offender Institutions. The lowest reported incidence was in both male Low and High security prisons. Female establishments demonstrated levels lower only than Medium security male prisons. Discussion focuses concern on the levels of gang activity apparently present in the Medium security English Prisons and suggests directions for further research.     

Elections and political change in post-war Bosnia and Herzegovina

This article examines attempts to use electoral politics to promote substantive political change in post-war Bosnia and Herzegovina. Since 1990 elections have been a key part of virtually all negotiated agreements to end civil wars. The utility of democracy for building peace is often asserted but rarely backed with long-term commitment and resources on the ground. Bosnia since 1996 is a rare exception. There, international actors sought not only to establish a democratic political system but to use electoral democracy as a tool with which to transform the nature of politics in Bosnia in short order. This article focuses on efforts to shape the development of political parties and the party system, assesses the degree to which it has succeeded and examines the broader implications of Bosnia's experience for other state-building efforts of its kind.