U.S. National Identity,Political Elites,and a Patriotic Press Following September 11

In the aftermath of the terrorist attacks on New York City and Washington, D.C. on September 11, 2001, U.S. government and military leaders often articulated distinctly pro-American themes in their public communications. We argue that this national identity discourse was at the heart of the U.S. government's attempt to unite the American public and to mobilize support for the ensuing "war on terrorism." With this perspective, we content analyzed Time and Newsweek newsmagazines for the five weeks following September 11 to identify potential communication strategies employed by government and military leaders to promote a sense of U.S. national identity. Findings suggest (a) that government and military officials consistently emphasized American core values and themes of U.S. strength and power while simultaneously demonizing the "enemy," and (b) that journalists closely paralleled these nationalist themes in their language.     

An Application of the Theory of Communicative Competence in the Analysis of Juror's Decision-Making Structure

This study applied the theory of communicative competence in analyzing the juror's decision-making structure. The primary thrusts of this study were 1) to ascertain whether or not presuppositions or value laden data affect a juror's decision-making process and 2) to uncover common sense ground during a court trial.

Findings indicated that an imbalance existed between interpretations of both hard and soft data. This study questions the distorted system of communication and suggests methods of improving quality through reaching mutual consensus. The theory applied in this study was grounded in a culture of rational discourse. Finally, it was found that the manner in which the prosecution and defense construct their lines of questioning influences the juror's decision-making process.     

STRUCTURAL CHANGE AND PUBLIC SERVICE PERFORMANCE: THE IMPACT OF THE REORGANIZATION PROCESS IN ENGLISH LOCAL GOVERNMENT

Organization theory suggests that structural change has disruptive effects on managerial behaviour and organizational outcomes, and that these effects are likely to emerge in the period between the announcement and the commencement of the new structure. We evaluate the validity of this argument by analysing the performance of English county councils in the transition period before the voluntary restructuring of a sub‐set of these organizations. Disruptive effects are tested while controlling for a range of other variables, including the relative prosperity of the local population and the diversity of their service needs. The empirical results indicate that the performance of local authorities facing reorganization deteriorated prior to the onset of the new structures, and support the view that structural change has disruptive effects on organizational outcomes.     

Yin and Yang: Sina Weibo and the Chinese State

The new element in governance is social media. Inexorably, its fertile networks of shared information shift power from authorities to citizens and amateurs, including to the “unknown” experts in the “dorm rooms and edges of society” who drive innovation. Tweets may bust trust and undermine authority, but can social media also be a tool for building consensus through deliberation and negotiation among interests? When it comes to governance, is crowd‐sourcing any better than populism at generating collective intelligence instead of disruptive “dumb mobs?” Can networks aid the self‐administration of society, or does that take institutions with governing authority? In this section, leading Silicon Valley entrepreneurs, technologists and network theorists from Google, Microsoft and the MIT Media Lab join with political scientist Francis Fukuyama and top thinkers from Asia to address these issues.     

MANAGING FINANCIAL STRINGENCY IN THE PUBLIC SECTOR

This article contributes to the debate about the most effective ways to manage the effects of financial stringency in the public sector. It tentatively draws ideas for further research from three action research studies conducted longitudinally over several years in different contexts and sectors and at different organization levels within the public sector. Our contribution focuses on the management of the early stages of stringency. We conclude that in stringent times, particularly in the short-term, intra-organizational conflict is likely to increase; organizational climates to become more cautious and reactive; and management to become more centralized, controlling and to take what is termed the efficiency rather than the effectiveness option. To these factors is added the resistance to change inherent in professional bureaucracies. Managers in public sector organizations experiencing harsher environments need to be helped to plan strategically for implementation in the particular context in which they find themselves.