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11.
Samuel C. Y. Ku 《当代中国》1998,7(19):421-442
During the periods of July‐August 1995 and mid‐March 1996, China initiated a series of missile tests and military exercises in the Taiwan Strait, and the mainland for many was considered responsible for the rising tensions across the Taiwan Strait. But, Southeast Asian countries held Taiwan responsible for stimulating the mainland's military actions because of the island's claim for independence. Why? There are three different theoretical arguments on this issue, i.e. those of political primacy, economic determinism, and the separation of politics and economics. This paper contends that the principle of separation of politics and economics is the policy that Southeast Asian countries pursue in developing their relations with the PRC and the ROC, i.e. maintaining official and full‐scale relations with the PRC, but keeping unofficial and economic links with Taiwan. Therefore, for Southeast Asian countries, the PRC's military exercises in the Taiwan Strait were a political and not an economic problem, and one between the mainland and Taiwan. This is the key factor in explaining attitudes in Southeast Asian nations toward the Taiwan Strait crisis. 相似文献
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The modern history of divided government in America suggests that the framers succeeded in creating a government unresponsive to popular passions. Yet in the nineteenth century the party winning the presidency almost always captured control of the House of Representatives. Why and how could nineteenth century national elections be so responsive that they resemble parliamentary outcomes? We identify electoral institutions present in the states that directly linked congressional elections to presidential coattails. Specifically, we estimate the impact of state ballot laws and the strategic design of congressional districts on presidential coattail voting from 1840 to 1940. We find that presidential elections, as mediated by state electoral laws, strongly account for unified party control of the House and the presidency throughout the nineteenth century. 相似文献
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Samuel Arnold 《Socialism and Democracy》2017,31(1):106-124
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Samuel B. Cherson 《Journal of Arts Management, Law & Society》2013,43(3):281-301
Abstract Profiles of Excellence: Achieving Success in the Nonprofit Sector E. B. Knauft, Renee Berger, and Sandra T. Gray San Francisco: Jossey-Bass, 1991, 197 pages, cloth $22.95 Strategic Management in Non-Profit Organizations: An Administrator's Handbook Robert D. Hay Westport, CT: Quorum Books, Greenwood Press, 1990, 408 pages, cloth $59.95 A Nonprofit Organization Operating Manual: Planning for Survival and Growth Arnold J. Olenick and Philip R. Olenick New York: The Foundation Center, 1991, 484 pages, paper $29.95 Reviewer Brann J. Wry is director of the Performing Arts Management program at New York University. Exhibiting Cultures: The Poetics and Politics of Museum Display Ivan Karp and Steven D. Lavine, eds. Washington, D.C. and London: Smithsonian Institution Press, 1991, 468 pages, paper $15.95. Reviewer Danielle Rice is curator of education for the Philadelphia Museum of Art. Accounting and Budgeting in Public and Nonprofit Organizations C. William Garner San Francisco: Jossey-Bass, 1991, 272 pages, cloth $29.95 Reviewer Jan Masaoka is staff consultant/trainer for the Support Centers of San Francisco. Quality Management in the Nonprofit World Larry W. Kennedy San Francisco: Jossey-Bass, 1991, 194 pages, cloth $22.95 Reviewer Brian Backe is the national marketing director for the Support Centers of America, a national service organization that provides management consulting, training, and information to non-profit organizations across the country. 相似文献
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