Leviathan and Fiscal Illusion in Local Government Overlapping Jurisdictions

This paper integrates twomodels of local government behavior,leviathan and fiscal illusion, into theframework of overlapping jurisdictions.Estimation of the leviathan and fiscalillusion variables without accounting forvertical effects between overlappingjurisdictions results in overestimation ofthe horizontal effects. Using a medianvoter model and municipal and county datawe find support for the leviathan modelusing traditional tests. These effects arelargely offset, however, when the test isset within the context of the verticalrelationship. We find that municipal percapita expenditures and county per capitaexpenditures are symmetricallycomplementary.     

Third world neutralism and British Cold War strategy, 1960–62

European decolonization appeared to the Western powers to open up fresh areas of the globe to Cold War competition. Concerned by the coincidence of Afro-Asian and Sovier pressure on the European colonial powers, and preoccupied with the redefinition of Britain's global role in the wake of decolonization, the British Foreign Office was convinced, despite much evidence to the contrary, that the West needed to champion ‘neutralism’ in order to prevent the Afro-Asian states from orienting towards the Soviet sphere. This article argues that this policy was determined more by their anxieties about Anglo-American relations in the wake of decolonization than by a deeply held conviction of the imminence of the extension of the communist world.     

WHAT IS A “GOOD” SOCIAL NETWORK FOR POLICY IMPLEMENTATION? THE FLOW OF KNOW‐HOW FOR ORGANIZATIONAL CHANGE

This study concerns how intraorganizational networks affect the implementation of policies and practices in organizations. In particular, we attend to the role of the informal subgroup or clique in cultivating and distributing locally adapted and integrated knowledge, or know‐how. We develop two hypotheses based on the importance of intraorganizational coordination for an organization's capacity for change. The first emphasizes the importance of distributing know‐how evenly to potential recipient subgroups. The second emphasizes the importance of restricting know‐how to flow from high know‐how subgroups. We test our hypotheses with longitudinal network data in 21 schools, finding stronger support for the second hypothesis than the first. Our findings can help managers cultivate know‐how flows to contribute to organizational change.