Does agency competition improve the quality of policy analysis? Evidence from OMB and CBO fiscal projections

Public management scholars often claim that agency competition provides an effective institutional check on monopoly authority, and hence, leads to improvement of administrative performance in public sector agencies. This logic was central for creating the Congressional Budget Office (CBO) in 1975 to challenge the policy information provided by the Office of Management and Budget (OMB). We challenge this conventional wisdom by demonstrating that CBO has failed to enhance the quality of U.S. fiscal policy analysis on its own terms; nor has it spurred improvements in OMB's performance. Our empirical results indicate that the quality of OMB's fiscal projections has often deteriorated since the establishment of CBO as a rival bureau. We also show that both public and private information is being shared by these agencies to produce a similar caliber of task outputs. The broader implications of our study indicate that although politicians face incentives to employ agency competition in governmental settings, this type of bureaucratic strategy does not necessarily enhance the quality of administrative performance. © 2006 by the Association for Public Policy Analysis and Management     

Old (Molotov) cocktails in new bottles? “Price-tag” and settler violence in Israel and the West Bank

In the early morning of July 31, 2015, masked attackers threw firebombs into two Palestinian homes in the West Bank village of Duma, south of Nablus, killing three Palestinian civilians. Contrary to claims by Israeli and Palestinian politicians, this attack was neither an isolated anomaly nor just another incident of settler violence. Instead, it was the latest attack in an important but largely unknown phenomenon called “price-tag,” in which a loosely connected group of young Israelis called “hilltop youth” burn Palestinian mosques and destroy property in hundreds of attacks accompanied by threatening graffiti that references Israeli settlers, outposts, and anti-Arab slogans. Using an original dataset of price-tag incidents and interviews with key actors, we demonstrate that the perpetrators, targets, and strategies of price-tag are different than previous patterns of settler violence. Whereas previous settlers saw the Israeli state as legitimate and largely decided to cooperate with it, the hilltop youth have decided to confront it by using price-tag attacks to deter settlement withdrawals and chain-gang the state into a conflict with the Palestinians. This analysis of the strategic logic of price-tag reveals its potential to shift the political landscape within and between Israelis and Palestinians.     

Sudden death by inhalation of cyclopropane

This paper reports the case of a 22-year-old white male who was found dead in a storage room as a result of a fatal ingestion of cyclopropane. Cyclopropane is a sweet-smelling, irritating gas. Autopsy findings revealed congestion and hemorrhagic edema of the lungs, congestion of the trachea, and early autolysis. Cyclopropane was determined by headspace gas chromatography and mass spectrometry. To our knowledge, this is the first reported fatality involving cyclopropane.     

WHAT IS A “GOOD” SOCIAL NETWORK FOR POLICY IMPLEMENTATION? THE FLOW OF KNOW‐HOW FOR ORGANIZATIONAL CHANGE

This study concerns how intraorganizational networks affect the implementation of policies and practices in organizations. In particular, we attend to the role of the informal subgroup or clique in cultivating and distributing locally adapted and integrated knowledge, or know‐how. We develop two hypotheses based on the importance of intraorganizational coordination for an organization's capacity for change. The first emphasizes the importance of distributing know‐how evenly to potential recipient subgroups. The second emphasizes the importance of restricting know‐how to flow from high know‐how subgroups. We test our hypotheses with longitudinal network data in 21 schools, finding stronger support for the second hypothesis than the first. Our findings can help managers cultivate know‐how flows to contribute to organizational change.