A model of cross-cultural training in the transfer of technology

During the past few decades, many aspects of the transfer of technology from developed to less-developed countries have been examined in detail. Although much of the transfer has been done by transnational corporations (TNCs), one area that has received scant attention in the literature is the cross-cultural training of workers in the host country. A model is developed to show how critical training the worker is to the success of the TNC in the host country. This model emphasizes the need for workers to be trained to understand and use the new (foreign) technology and to understand the culture of the foreign corporation. Thomas S. Barker is a Ph.D. student in higher education with a concentration in management and economics at the University of North Texas.     

Are transformational and transactional types of leadership compatible? A two‐wave study of employee motivation

Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service‐ or community‐oriented visions was undercut when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organizations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.     

Feelings of Safety In The Presence Of the Police,Security Guards,and Police Volunteers

Uniformed presence is commonly thought to create feelings of safety in people. However, do differently uniformed people contribute to an equal amount of safety and are there situation-dependent differences? The present study examined the association between various types of uniformed presence and people’s feelings of safety through a questionnaire among 352 respondents (18–86 years) (49.1 % women). The questionnaire contained pictures of situations perceived as relatively safe and unsafe with or without uniformed presence. The respondents estimated how safe they thought they would feel in these situations with no uniformed presence, two police officers, six police officers, a police vehicle, two security guards, or two police volunteers. Results showed that uniformed presence did not increase feelings of safety in a situation perceived as relatively safe, making patrol unnecessary. In situations perceived as relatively unsafe however, all types of uniformed presence increased feelings of safety. Foot patrolling police contributed to the greatest increase in feelings of safety. Security guards and police volunteers created similar amounts of feelings of safety making police volunteers a cost-effective alternative. All types of foot patrol were better than vehicle patrol, making non-police groups an alternative to vehicle patrol. Some situational, gender, and age differences were found.     

Policy processes sans frontières: interactions in transnational governance of global health

Policy Sciences - National policy on global health (NPGH) arenas are multisectoral governing arrangements for cooperation between health, development, and foreign affairs sectors in government...     

Eithne Dowds: Feminist Engagement with International Criminal Law: Norm Transfer,Complementarity, Rape and Consent

Feminist Legal Studies -     

Policy reforms in sub-Saharan Africa: Conditions for establishing a dialogue

Third World debt continues to be a critical and intractable issue. A particularly interesting aspect of the story is the effort by external donors and lenders to promote specific policy changes in exchange for assistance in dealing with indebtedness and promoting economic development. This study looks at the interactions between donors and decision-makers in sub-Saharan African countries, an area where donors rather than private banks play a dominant role. Donors have been learning from the uneven response to the reforms and are attempting to tailor the reforms somewhat to different contexts and to encourage more consultations. To succeed in these efforts they need to reexamine their view of analysis as a purely technocratic exercise among experts. They can learn from recent changes in the policy sciences, here called an interactive approach to policy analysis. It makes three assumptions: policy relevant knowledge includes time and space information and is diffused; participants can reason together and learn from each other; and there is a need for procedures and institutions to facilitate interaction and learning. The study explores the assumptions implicit in donor actions and proposes that an interactive approach, with its more open-ended perspective on knowledge, can stimulate greater dialogue and expand the kinds of information that are fed into the process. Louise G. White is associate professor in the department of public affairs at George Mason University, Fairfax VA 22030–4444. Her research is in the general areas of development management and policy analysis. Her most recent books areCreating Opportunities for Change: Approaches for Managing Development Programs, andPolitical Analysis: Technique and Practice. She has recently published articles inPublic Administration Review andWorld Development.     

Legal Professionalism and International Criminal Proceedings

In criminal practice before international tribunals, the boundariesbetween lack of professionalism (serious misconduct) by prosecutionand taking an erroneous position on the law (procedural error)are particularly blurred, if only because the backgrounds andexpectations of all persons involved in the proceedings areprofoundly different and the playing field is still insufficientlydefined. This is illustrated by the Furundija case brought beforean International Criminal Tribunal for the former Yugoslavia(ICTY) Trial Chamber in 1998. In that case the Chamber heldthat the prosecution, by failing to disclose a document to thedefence, had both engaged in serious misconduct and made a seriousprocedural error. Instead, the Lord Advocate and the Crown Agentof Scotland, later consulted by the ICTY Prosecutor, concludedthat there had only been an error of judgment. National caselaw, for instance that of Canadian courts, makes it clear thata good faith decision not to disclose a document, made in theexercise of professional judgment on a difficult and novel issue,may constitute an error of judgment, but certainly does notamount to misconduct.