REGULATORY RED TAPE AND PRIVATE FIRM PERFORMANCE

Regulation may obstruct dynamic adaptation, innovative power, and entrepreneurial activity. On the other hand, regulation could be interpreted as a phenomenon which society just has to learn to live with, and which otherwise does no real economic harm. This article explores both of these hypotheses. We study the impact of three dimensions of regulatory red tape on the performance of private companies: regulation cost, regulation change, and regulation inconsistency. We analyse unique survey data from 530 Dutch private companies. The results show that regulation cost, inconsistency, and change limit sales turnover growth, and that regulation change hampers market competition performance.     

Representation and governance in the Netherlands, 1250–1983: materials for a comprehensive history of politics

SUMMARY

Traditionally political history tells the factual story of those who are in power and of those who want to be, often accompanied by studies of the formal expressions of power in the state and its institutions. During the past two decades this ‘old’ history of politics has been renewed and enriched by research from the perspective of political culture. Both in the Netherlands and abroad pioneering studies of political practices, concepts and styles of leadership have resulted from this new approach. In the next few years this cultural angle in the history of politics will be intensified, for instance in research of the understanding and institutionalization of democracy. The recently established research programme ‘Representation and Governance in the Netherlands’ (RGN) at the Institute of Netherlands History wants to take on board this ‘new’ type of political history as well as the ‘old’ variety in order to facilitate both the efforts of those scholars who want to explain cultural traditions and inherited appreciations in the day-to-day routines of politics as well as the work of historians who want to intensify the study of the formation and reach of the state. The RGN project ventures far back through the ages to explore the historicity of political institutions and bureaucratic procedures by opening up materials for analysing both the culture of governance and the practices of politics. In projects that link up the Middle Ages with the twentieth century, from the administrative organization of the counties of Holland and Zeeland during the Hainault period up to and including the establishment and reform of the constitutional state, sources will be recorded and made accessible. The interaction between society and government, often personified by intermediaries such as office-holders, civil servants, journalists, political advisers and the like, will become visible in the many documents to be edited. Upon their publication these sources will enable future researchers to study not only the history of the governing bodies, but also the role that subjects or citizens played or wished to play in shaping the state.     

FRIENDS WITH MY FUTURE SELF: LONGITUDINAL VIVIDNESS INTERVENTION REDUCES DELINQUENCY

In a field experiment, we use a novel method to test whether instilling a greater sense of vividness of the future self motivates people to act in a more future‐oriented way and reduces their delinquent involvement. We manipulate vividness of the future self by having participants, a sample of high‐school youth (N = 133), “befriend” an avatar representing their future self on a social network website. For 7 days, they reply to short messages from their future self designed to trigger thinking about that distant self. Using repeated‐measures analysis of variance (ANOVA), we find that participants who had been linked to their future self report less delinquent involvement, whereas controls did not. Furthermore, the results of a nonparametric bootstrapping procedure show that this effect is mediated by changes in vividness of the future self, such that increases in vividness lead to lower self‐reported delinquency. We conclude that vividness of the future self holds promise not only as a cognitive explanation for the failure to make informed cost–benefit trade‐offs but also for interventions aiming to reduce delinquency.     

WHAT’S VALUED MOST? SIMILARITIES AND DIFFERENCES BETWEEN THE ORGANIZATIONAL VALUES OF THE PUBLIC AND PRIVATE SECTOR

In recent administrative and organizational literature much attention has been paid to values that guide organizational and managerial behaviour in the public and private domain. Comparative empirical research efforts, however, are sparse. This article reports the results of a comparative empirical survey of 382 managers from a variety of public and private sector organizations in The Netherlands. Contrary to much recent literature that presupposes the intermixing or convergence of value systems guiding governance in different kinds of organizations, the results of this study show two distinct and relatively classical value systems for government and business as well as a ‘common core’ of important organizational qualities. These are accountability, expertise, reliability, efficiency and effectiveness, all of which are considered crucial in both public and private sector organizations. Additional analysis shows that value preferences are primarily attached to sector rather than to age, gender, working experience, or previous employment in the other sector.