Parental involvement in adolescent romantic relationships: patterns and correlates

This study examined dimensions of mothers’ and fathers’ involvement in adolescents’ romantic relationships when offspring were age 17. Using cluster analysis, parents from 105 White, working and middle class families were classified as positively involved, negatively involved, or autonomy-oriented with respect to their adolescents’ romantic relationships. Patterns of parental involvement were generally not associated with parent–offspring relationship quality at about adolescent age 13, but earlier parent–offspring relationship quality moderated the associations between parental involvement and adolescent romantic experiences at about age 18. Positive parent–offspring relationship quality buffered the effects of negative parental involvement, whereas poorer parent–offspring relationship quality was a more adaptive context for adolescents of autonomy-oriented parents. Discussion focuses on the importance of parenting practices in adolescent romantic relationships and the emotional climate of parent–offspring relationships as a developmental context for those practices.

From Measurement to Management: Breaking through the Barriers to State and Local Performance

The Winter Commission’s aspirations for improvement of governance at the state and local level resulted in proposals to modernize public institutions and systems to remove the barriers on executive and managerial authority to act. Improving government performance and accountability to citizens requires leadership to empower employees by reducing rules, increasing discretion, and rewarding innovation. The performance measurement movement and its related performance management movement are public management trends of wide influence in state and local government that are both an adjunct to, and a reflection of those aspirations. Case studies of cities that have sought to develop and use performance measurement and engage citizens demonstrate great potential to improve governance and manage for results that citizens want. But even exemplary jurisdictions face challenges using evidence‐based, data‐driven performance management approaches. Promoting best practice requires better scholarship to understand the determinants of successful implementation, adoption, and use of performance measurement. The outcomes of performance management systems are generally unmeasured and little is known about their cost effectiveness or endurance over time. The promise is there, but our expectations should be tempered.     

Aid: A mixed blessing

Despite a growing emphasis by aid agencies on local participation and consultation, the recipients of aid commonly have mixed, if not hostile, responses to relief assistance. Agencies need to acknowledge the inequalities that are inherent in an aid relationship, and be more judicious in determining their proper role. The author calls for aid providers and recipients to accept our innate human equality and our circumstantial inequality in order to establish relationships of mutual respect and contemporaneous enjoyment of each other.     

Shifting priorities at the Health Protection Branch: challenges to the regulatory process

Abstract: The Health Protection Branch (hpb ) of Health Canada has recently undergone considerable policy and organizational renewal, with numerous and broad‐ranging implications for the evaluation of drug product safety and efficacy. From a public‐health perspective, however, the criteria used to develop organizational and policy change at the hpb have provided a sub‐optimal basis for reform, due primarily to the many forms of market failure to which the regulation of pharmaceuticals is subject. For example, thepartnership andefficiency criteria that guided policy renewal have led to the transfer of important responsibilities to partners, with the potential for either a conflict of interest or inadequate information, for which the legal basis is not always clear. The resulting realignment of the hpb's roles and responsibilities may be characterized as leading to a shift from a comprehensive approach to public‐health protection to one based on strategic risk management, with responsibilities dispersed among government, industry, academia and consumers. The rebalancing of goals in the redesign of the regulatory process suggests a change in the role of the state in the context of public‐health protection and highlights issues of concern to the public interest that may not be fully recognized as deregulation occurs in other sectors of the economy. Sommaire: La Direction générale de la protection de la santé (dgps ) de Santé Canada vient de subir un vaste remaniement de politiques et d'organisation qui entraîne de nombreuses et profondes répercussions sur l'évaluation de la sûreté et de l'efficacité des produits pharmaceutiques. Cependant, du point de vue de la santé publique, les critères auxquels on a fait appel pour modifier les politiques et l'organisation de la dgps n'ont permis qu'une base de réforme sous‐optimale, à cause surtout des nom‐breux genres de défaillance du marché qui affligent la réglementation des produits pharmaceutiques. Par exemple, les critières depurtenariat etd'efficacité qui ont guidé le remaniement des politiques ont amené le transfert d'importantes responsabilites à des partenaires moyennant le risque de. conflit d'intérêts ou d'informations inadéqaates, sans pour autant assurer une base juridique Claire. On pourrait donc dire que cette réorientation des rôles et responsabilités de la dgps fait que l'on passe d'une approche globale en matière de protection de la santéà une gestion stratégique du risque, la responsabilité en étant dispersée parmi le gouvernement, l'industrie, les milieux universitaires et les consommateurs. Le rééquilibrage des objectifs dans le remaniement du processus de réglementation suggère une évolution du rôle de l'État en ce qui concerne la protection de la santé publique; il met aussi en relief des questions d'intérêt public qui n'ont peut‐être pas été reconnues alors que la déréglementation prend lieu dans d'autres secteurs économiques.     

New Thinking in Financial Market Regulation: Dismantling the “Split Share Structure” of Chinese Listed Companies

China’s distinctive set of stock market institutions was introduced in 1990. Among the characteristics of China’s stock markets was a strict separation between different categories of investors. Listed companies issued different categories of shares to state shareholders, domestic corporate investors, domestic individual investors, and foreign investors. By 2005, the barriers segmenting China’s stock market had been significantly relaxed. Domestic investors were allowed to purchase shares previously reserved for foreign investors, and approved foreign investors were allowed to purchase shares previously earmarked for domestic individuals. Nevertheless, a crucial barrier remained. An ongoing debate among Chinese academics, investors, and policy makers focused on how to resolve the “split share structure” (guquan fen zhi) in which a minority of shares were tradable while the majority of shares (namely those reserved for domestic corporate and state shareholders) were excluded from the market. The split share structure was blamed for distorting prices and inhibiting development of the stock market. This paper analyzes the policy adopted to address the split share structure. To what extent does this policy change reflect new thinking on the part of China’s market regulators? This paper argues that analysis of policy making in China’s capital markets can help to distinguish between two competing assessments of China’s political economy. One account sees China pursuing a gradualist strategy, slowly but steadily expanding the role of markets. Another account sees China trapped in a semi-marketized and increasingly corrupt development pattern. The implementation of the split share structure reform program provides evidence to support the gradualist account of incremental, but persistent, reform. Mary Comerford Cooper is an assistant professor in political science at the Ohio State University. Her recent research focuses on the politics of financial markets in China and Taiwan. Earlier versions of this paper were presented at the Comparative Politics Research Workshop/ Globalization, Institutions and Economic Security Workshop at Ohio State University in May 2007, and at the annual meeting of the Association for Chinese Political Studies in July 2007. I benefited greatly from the constructive and insightful comments of Bj?rn Alpermann, Melanie Barr, Jean-Marc Blanchard, Sarah Brooks, Joseph Fewsmith, Sujian Guo, Dane Imerman, Ryan Kennedy, Marcus Kurtz, Xiaoyu Pu, James Reilly, Alex Thompson, Daniel Verdier, Jianwei Wang, Alan Wiseman, Bin Yu, and an anonymous reviewer. I am also grateful for Lan Hu’s exceptional research assistance. All remaining flaws are purely my own.     

The influence of business associations on legislation: The case of Kenya

Interest groups seek to influence public policy. Business associations specifically seek to influence policy related to the environment in which their members operate, with the intention of making it easier for the members, and the wider private sector, to “do business.” Scholars question whether interest groups are influential and, if so, the degree to which their activity influences public policy. Even if they do influence public policy at the margins, it is questionable how effective they are in influencing legislation. As a result, there is little exploration of the factors that may determine whether business membership organizations (BMOs) are likely to be successful. This paper explores the efforts of two BMOs in Kenya to influence legislation: In one case, the BMO persuaded the government to introduce legislation to regulate an activity that had previously not been subject to legislation; in the other, a BMO sought to persuade the government to amend its own proposals to replace existing legislation with new legislation. In both cases, we find evidence that the BMO was successful, though one BMO was significantly more successful than the other. We review the factors perceived by the BMOs to have led to their success. Neither was in a position to rely on economic or other power to strong‐arm the government. Both followed a predominantly insider strategy though with occasional media back‐up. Both were successful on the more “technical” issues. Key factors include the use of a champion, engaging across government, supplying information, and providing evidence and good argumentation.