Who Fought the Algerian War? Political Identity and Conflict in French-Ruled Algeria

Why did settlers, natives, and metropolitan agents fight each other as “French” and “Algerian” during the famously brutal Algerian War of the 1950s? While scholars identify key factors in launching and escalating the war, they take for granted that it was fought between “the French” and “the Algerians” when evidence shows that those terms were also a source of struggle among the parties involved in the war. Drawing on insights from the fields of colonial studies and collective action, along with archival sources, the article explains why this particular set of terms framed the war, in other words, why the categories “French” and “Algerian” predominated in the political discourse, and why they were so opposed to each other. It contends that punctuated political conflicts among state authorities and social-movement organizations in the late 19th and early 20th centuries, rather than indigenous cultural or social structural factors, played a key role in constructing this identity framework. The article concludes by challenging our basic definitions of the war and the prevailing theories about its course and outcomes.     

A methodology for assessing citizen perceptions of police

This study was initiated to determine perceptions that Wichita community residents hold toward their police. A scale, Citizen's Perception of the Police, was developed. Race and dogmatism were examined as variables influencing perceptions. Non-white residents evaluated police less favorably than did whites. No significant difference was found on level of dogmatism in evaluating the police. The methodology for developing the scale is described. Applications of these methods to other communities was suggested as well as the importance of assessing citizen perceptions of the police to obtain data which will optimize the setting of goals for police-community relations programming.     

Advertising and the Price and Quality of Legal Services: The Case for Legal Clinics

Because the holding in Bates v. State Bar of Arizona is narrow and because some lawyers remain opposed to advertising, the dispute over lawyer advertising continues. Many who favor restricting advertising contend that it will not benefit consumers. They argue that prices must either rise to cover the cost of advertising or, if prices do fall, that quality must also drop.
This article addresses itself to both charges. The first section is theoretical, demonstrating how advertising could lower the costs of producing legal services. Advertising increases the volume of services a lawyer can expect to sell. Greater volume, in turn, allows greater specialization in production, more effective use of systems management, and the substitution of paralegals and capital for lawyer inputs. The authors argue that each of these changes will lower costs, thereby lowering prices without necessarily reducing quality. The second section is empirical, comparing the prices and particularly the quality of services produced by a heavy advertiser, the Legal Clinic of Jacoby & Meyers, and the traditional firms in the Los Angeles market with which the clinic competes. Quality is defined both subjectively and objectively, and original data are presented indicating that the quality of service that the clinic supplies is at least equivalent, and on some measures better, than the quality of service that traditional firms provide.     

The lay component in Scottish juvenile justice

A recently completed study of the Scottish juvenile justice system, employing a variety of methodological approaches, is used as a source of information on the behavior and attitudes of the lay volunteers who make up children's panels and are responsible for decisions concerning young people who are alleged to have committed an offense or are believed to be in need of care and protection. The reported data relate to the beliefs of panel members as to the causes of delinquency and the objectives of intervention and alternative disposals; the topics they raise for discussion in children's hearings and the factors which influence the decisions they make; and the manner in which they are perceived by the children and parents who have appeared before them.     

A horse race around a Möbius strip: A review and a test of utility-maximizing and organizational-process models of public expenditure decisions

This article shows how we might choose between utility-maximizing and organizational-process models of public expenditure decisions and concludes we ought not to try. Both contribute to our understanding of public expenditure outcomes. Furthermore, an integrated approach could better explain public expenditure decisions, than could either approach taken alone.The ideas and their presentation in this paper are the responsibility of Fred Thompson. Richard Williams carried out the data collection and editing and the statistical analysis described herein. Indebtedness to Patrick Larkey of Carnegie-Mellon University is very great. He gave many long hours to discussions of the points raised in this paper. Without his contribution it is doubtful that it would have been written. It is not simply egotism, however, which prevents our sharing authorship with him. The fact is, that after many long hours of discussion and exchange of drafts, we continue to find ourselves irreconcilably divided as to the respective merits of the two models. The paper also benefited from extensive comments by Jim Stephenson and Aiden Vining of UBC, Kristen Monroe of NYU and William Zumeta of UCLA.Now Senior Research Consultant, Regulation Reference, Economic Council of Canada, Ottawa, Canada.Now at Behavioral Research Institute, University of Colorado.     

Dimensions of innovation

Within a conceptual framework of three dimensions, this paper examines parallels between the process of innovation in ship-building and in nursing care. Major conclusions are:

1. A given innovation must include not only technological change but also embedding activities to ensure its fit into the adopting organization.
2. To ensure continuation of the innovating process, it is necessary to build innovative capacity, with leadership vested in some person or group.
3. System-wide innovation requires both an effective diffusion process and diffusion capacity, to disseminate knowledge about specific innovations and also about ways to build innovative capacity.
4. Building both innovative capacity and diffusion capacity must be seen as responsibilities of the entire organization or system.