SECRETARY OF STATE MARSHALL,GENERAL CLAY,AND THE MOSCOW COUNCIL OF FOREIGN MINISTERS MEETING OF 1947: A RESPONSE TO PHILIP ZELIKOW

This commentary challenges the major conclusion of a 1997 article which appeared in this journal. There, Philip Zelikow argued that previous treatments of the Council of Foreign Ministers 1947 meeting in Moscow erred in their characterization of the role of US Secretary of State Marshall. Earlier studies, in Zelikow’s view, failed to understand that Marshall, refusing to be constrained by the recently announced containment policy, made a serious effort to meet Soviet demands for reparations from current German output. It is contended here that a review of the evidence, especially materials from the John Foster Dulles papers and from British archives, does not support Zelikow’s conclusion.     

The nature and significance of workforce diversity: Orientations of state and urban administrators

“Workforce Diversity” and “Managing Diversity” are multifaceted constructs. Workforce diversity is the resultant of three component forces of change: demographic projections, active representation, and workplace values. The significance of managing diversity not only rests on the understanding of these forces but also on the strategies designed to affect them.The orientation and preference of practicing administrators are important indicators for the choice of strategies and their institutionalization. Survey data on state and urban administrators reveal that a majority remain unfamiliar with workforce diversity and their support for diversity management strategies also remains weak. Within their pattern of support, empowerment strategies that focus on professional development seem to be the preferred means of diversity management.     

Cultural heritage conservation during emergency management: luxury or necessity?

Annually, natural disasters cause loss of life, damage to property, and damage to the environment. Concomitant is damage to the cultural heritage property, both items and places. Yet in the wake of a disaster, containment and response efforts put additional cultural resources at risk--usually due to ignorance rather than malice on the part of the disaster manager or the property owners. This paper reviews the effects of natural disasters on heritage sites and argues for increased awareness and training for disaster managers.     

Legislative Transparency and Credit Risk

Open governance requirements are designed to improve accountability, which implies that transparent governments are more trustworthy stewards of their publicly invested power. However, transparency may also reduce institutional effectiveness and inhibit political compromise, diminishing the capacity to manage resources responsibly. We assess empirical support for these competing perspectives in the context of American state legislatures, many of which have become exempt from state sunshine laws in recent decades. We leverage variation in the timing of these legislative exemptions to identify the effect of removing transparency in a crucial governing institution on investors’ risk perceptions of states’ general obligation bonds. Our analysis of these data during the period 1995–2010 suggests that removing legislative transparency reduces state credit risk. We conclude that while openness in government may be normatively desirable, shielding legislative proceedings from public view may actually be better for states’ debt repayment capacity, improving their overall fiscal health.     

Peaceful and Sustainable Development? Middle-Management Entrepreneurship and Transnational Competence in China

With deeper integration into the global economy and expanded penetration by multinational firms and other nonChinese actors following accession to the WTO, skills in bureaucratic entrepreneurship are not likely to be sufficient by themselves to bring about China’s sustainable development. In today’s interdependent and highly competitive trade, economic-cooperation, and resource-limited environment, sustainable development requires that subnational managers also possess transnational competence in collaborating with, negotiating with, and transforming foreign counterparts. However, survey research among Chinese executives based in Shanghai revealed that only a small proportion of the reporting current and future managers recognized the growing importance for China of an interculturally competent workforce. Without increased attention to enhancing the transnational competence of government and state-enterprise managers, peaceful and ecologically sound development will be difficult to sustain given the demands of multinational production chains, global resource constraints, and the challenges involved in managing transnational relations in the interest of China’s long-term economic progress.