Top Management Turnover: The Role of Governing Board Structures

The convergence of performance accountability policies, a graying bureaucracy, and shorter executive tenures highlights the timeliness of investigating executive turnover. Prior public administration research has examined pull and push factors linked to these departures, but it has yet to fully explore the influence of governing board structures and political pressures that stem from such structures. Using data on 123 public four‐year research universities in the United States from 1993 to 2012, this article finds that governing board structures play a pivotal role in predicting the departure decisions of university presidents. While the size of the board increases the risk of departure, boards overseeing multiple institutions and boards with a faculty or student representative lower the risk of departure. Additional evidence suggests that both the share of gubernatorial and legislative appointees on the board and the party division of the legislature have a direct influence on departure.     

Assessing civil society impact for democracy programmes: Using an advocacy scale in Indonesia and the Philippines

Democracy assistance programmes have always been notoriously difficult to measure in terms of outcome, but the need to show their impact (or lack of it) remains critical. This article represents part of a continuing endeavour to develop a tool for measuring civil society programme impact in the form of an advocacy scale encompassing democracy's critical components of participation, accountability and contestation. The scale is tested in the context of USAID-assisted initiatives in the Philippines and Indonesia, where it demonstrates a capacity both to monitor donor assistance outcomes and to suggest future programme initiatives.     

Exit, Loyalty, and Collective Action Among Workers in a Simulated Business Environment: Interactive Effects of Group Identification and Boundary Permeability

Past research on the effects of boundary permeability and tokenism (open boundaries with restricted access) suggests that when options for individual mobility exist, members of low status groups tend to exit their group and attempt to enter higher status groups. We hypothesized that the effects of boundary permeability on preferences for individual vs. collective action would depend upon prior levels of in-group identification, such that people who are more identified with their group would remain loyal and choose collective action, even under conditions of high boundary permeability. To test this hypothesis, a 2 (High vs. Low Group Identification) × 2 (High vs. Low Permeability) experimental design was employed to assess preferences for exit and loyalty in the context of a simulated business environment. For both rating measures and behavioral choices, the interaction hypothesis was supported. Implications for group loyalty and strategies of tokenism are discussed.     

Understanding China and Its Role in the World

Mr. President, Ambassador, everyone, ladies and gentlemen,it is a great pleasure to be with you here at Shanghai Institutes for International Studies. Thank you, Mr. President for such