Strategic Position Taking and Presidential Influence in Congress

The rise and fall of presidential success in Congress remains a central puzzle in the literature. We model success as two interrelated processes: presidential position taking and Congress's decision to support or oppose the president. The analysis emphasizes the importance of strategic position taking in determining presidential success. We show that presidential approval significantly influences success, not only because it affects congressional behavior, but also because it shapes presidential decisions to take positions. Moreover, we explain that legislative success during the honeymoon period is driven by presidential position taking. Our findings highlight the role of a president's strategic decisions for theories explaining congressional‐executive relations.     

FEMINIST JURISPRUDENCE: KEEPING THE SUBJECT ALIVE

One of the main purposes of feminist jurisprudence is to create or find better ways of being and living for women through the analysis, critique, and use of law. Rich work has emerged, and continues to emerge, from feminist theorists exploring conceptions of the self, personhood, identity and subjectivity that could be used to form a basic unit in law and politics. In this article, it is argued that a strong sense of human subjectivity needs to be retained to enable the human potentiality of women and men to flourish. This can be done in a way which is not essentialist, yet does not dissolve the subject out of existence, issues pertinent to feminist jurisprudence in recent years.     

Competition and interaction: Party ties to interest groups in a multidimensional policy space

Political parties and interest groups play a vital role in incorporating societal interests into democratic decision-making. Therefore, explaining the nature and variation in the relationship between them will advance our understanding of democratic governance. Existing research has primarily drawn attention to how exchange of resources shapes these relationships largely neglecting the role of contextual conditions. Our contribution is to examine whether parties’ structured interactions with different categories of interest groups vary systematically with the pattern of party competition at the level of policy dimensions. First, we argue that higher party fragmentation in a policy space makes organisational ties to interest groups more likely, due to fears of voter loss and splinter groups. Second, we expect higher polarisation between parties on a policy dimension to make ties to relevant groups less likely due to increased electoral costs. We find support for both expectations when analysing new data on 116 party units in 13 mature democracies along nine different policy dimensions. Our findings underline the value of considering the strategic context in which parties and interest groups interact to understand their relationship. The study sheds new light on parties and interest groups as intermediaries in democracy and contributes to a new research agenda connecting interest group research with studies of parties’ policy positions and responsiveness.     

DECISION AND ORGANIZATION – PROCESSES OF STRATEGIC DECISION MAKING AND THEIR EXPLANATION

Strategic decisions shape the course taken by an organization, whether it be in the public sector or the private sector. An analysis is reported of 150 cases of the making of such decisions in both publicly and privately owned organizations. Three types of decision-making process are identified, sporadic, fluid , and constricted. Differences due to the nature of the subject matter under decision, and to the nature of the organization, are examined. Differences in the propensity to sporadic decision-making processes in the administration of publicly owned organizations are described.