Law,the State,and the Dialectics of State Crime

Drawing on material from a study of civil society and state crime in six countries, this article reflects on two themes from Chambliss’s work: the debate between state-centred and more pluralistic views of law, and the “dialectical” approach to the analysis of state crime. It argues for a more pluralistic approach to law than Chambliss and Seidman adopted in Law Order and Power, along with a broader approach to the definition of state crime as a form of deviant behaviour. Case studies from the civil society research illustrate how the strategies adopted by organizations challenging state practices can be understood in terms of an interplay between different forms of law. With some qualifications, we support Chambliss’s dialectical approach, and attempt to clarify just what the term “dialectical” means. Finally we bring together the two strands of the argument to propose an approach to state crime founded on “dialectical legal pluralism”.     

Monitoring the Peace?: Northern Ireland's 1975 Ceasefire Incident Centres and the Politicisation of Sinn Féin

During the Provisional IRA's (PIRA) 1975 ceasefire, two different sets of incident centres were established across Northern Ireland in order to monitor and avert escalation of violence between Republicans and Security Forces. While one group of offices was run by the Northern Ireland Office (NIO) and administered by clerks in the Northern Ireland Civil Service, very quickly Sinn Féin (taking advantage of their decriminalisation in 1974) established their own incident centres to coordinate their communication with the government. This article argues that the establishment of the Sinn Féin incident centres set a precedent for the future political activity of the Provisional Republican Movement; that their activity during the 1975 ceasefire played an important formative role in the evolution of the group's political strategy; and that this experience, acquired from the work done during the 1975 truce, was of far greater influence than is appreciated in current accounts.     

Municipal Amalgamations in the Low Countries: Same Problems,Different Solutions

Municipal amalgamations in Belgium took place some time ago and the local council elections of 8 October 2006 marked the thirtieth anniversary of this thorough overhaul of the local administrative landscape. The municipal amalgamations of 1976 were undoubtedly the biggest reform the local level in Belgium has ever faced. The Netherlands also underwent municipal amalgamations, but there the amalgamation process followed a different pattern, taking longer, with discussions conducted in a different way. This article examines the principal similarities and differences between these two countries with regard to municipal amalgamations. The first part of the article looks at the different scales of local government in several European countries; in the sections following, the Belgian and Dutch experience with municipal amalgamations is discussed in greater detail. In the last section an attempt is made to answer the question of why the processes in the two countries were so different.     

The financial management initiative in the u.k. public sector: the symbolic role of performance reporting

The emerging principles of performance reporting are explored in the context of urban policy and inner city regeneration programmes in the UK, upon which a great deal of evaluative research has been carried out in the last decade. The paper questions the extent that performance management principles as embodied by the FMI are necessary for public accountability. It illustrates that implementation of performance reporting in the urban regeneration programme has had a symbolic role in generating myths and images about practice which imply that the “rational model” of decision making is in operation. The imposition of performance reporting cannot per se guarantee improvements, in the sense of learning, in the organising approaches adopted by public sector organisations.     

Evaluating Public Management Reform: Designing a'Joined Up' Approach to Researching the Local Government Modernisation Agenda

This article examines the major programme of research on the'Local Government Modernisation Agenda' which is currently being funded by the UK's Office of the Deputy Prime Minister. It argues that this heralds a new approach to government-funded research which seeks to address some of the weakness of previous evaluations. In particular it involves longer-term studies than have been conducted in the past and an attempt to achieve a much greater degree of collaboration between research teams. It is also trying to ensure effective application of the learning derived from evaluations. This new approach raises a number of practical and methodological problems, including in particular the need for effective data sharing among research teams and with other agencies. If this can be achieved there is though a real prospect that the research will provide useful insights that help to inform current and future policy and practice at both national and local levels.