REGIONAL SERVICES COUNCILS IN SOUTH AFRICA: PAST, PRESENT AND FUTURE

This article traces the evolution of local government structures in South Africa, known as Regional Service Councils (RSCs), which were created in 1985. The first section traces the history of local government in the country and how apartheid led to separate structures for different racial groups. This is followed by an account of why the National Party (NP) created RSCs, which were neo-apartheid structures, incorporating certain features of metropolitan government. The major features of Rscs are discussed and analysed. The operation of the Rscs around the country is assessed. The final section of the article looks at moves towards non-racial local government structures in the light of broader political developments in the country. The future of RSCs as well as metropolitan government generally is discussed.     

Regulatory Risk Management of Psychoactive Substances

Congress and the Drug Enforcement Administration have assigned certain psychoactive substances to one of five schedules, based on assumed or demonstrated abuse potential. Although formidable difficulties exist in assessing the hazards of drug use, some of these assignments do not appear consistent with empirical estimates. This mismatch of assignment and abuse potential -possibly due to "radical" political ideology - obscures significant differences in drug effects, and therefore stifles meaningful public participation in evaluating the benefits, risks, and proper use (if any) of available psychoactive substances.     

Dog Whistles and Democratic Mandates

Manipulative mixed messages from candidates to voters affect what governments are entitled to do in office. A party that wins an election gains a 'mandate to rule'. But there is a second type of mandate: a 'policy mandate' to enact specific policy proposals central to the winning party's campaign. Mixed-message politics in general can undermine policy mandates, and the use of 'dog whistle politics' - telling one group of voters one thing, while allowing or encouraging another group to believe another - makes the inferring of policy mandates especially problematic. Referendums provide only a partial remedy to dog whistle politics. Winning a clear policy mandate means forgoing dog whistle politics, despite the short term electoral advantage they may deliver.     

Conservatism between theory and practice: The case of migration to Europe

This article explores the neglected relationship between conservatism as political theory and conservatism as political practice using the example of recent immigration to Europe. A cursory glance at how European politicians have responded to migration challenges suggests that they roughly divide into an open‐arm, leftist ‘liberal’ camp and a right‐wing ‘conservative’ one. The situation, however, is more complex. This article engages with the resources of conservative theory to argue that there are many distinct conservative theoretical positions for any one policy point. Using contemporary migration patterns as a case study, the findings suggest that Conservative parties have not borrowed much from conservative theory in its variety of incarnations. In fact, conservative theory can buttress a course of action that is generous toward migrants and at odds with the claims of right‐wing populist movements. While certain strands of conservatism imagine a homogenous people, there are others that are no less pro‐pluralism than liberal theories, and sometimes more so.     

POWER, RATIONALITY AND LEGITIMACY IN PUBLIC ORGANIZATIONS

In this paper we propose answers to the research question: how does power shape the construction of legitimacy in the context of public organizations? We suggest that while organizational structures of dominancy will be embedded, not all structures of dominancy align with those that are normatively presented as legitimate and authoritative. Such situations make the creation and sustenance of legitimacy problematic for organizational action. This paper advances our understanding of the relation between power, rationality and legitimacy by showing how structures of domination recursively constitute, and are constituted by, legitimacy that may not be authoritative. We show, empirically, how these relations prevented a police organization from reforming by breaking the recursive patterns of domination and legitimization. Theoretically, we argue that understanding organizational change must be connected to issues of power and legitimacy.