BEWARE OF MANAGERS NOT BEARING GIFTS: HOW MANAGEMENT CAPACITY AUGMENTS THE IMPACT OF MANAGERIAL NETWORKING

Networks and managing in the network have been central concerns of public management scholars for years ( Provan and Milward 1991 ; O’Toole 1997 ; Agranoff and McGuire 2003 ; Herranz 2008 ). The literature has investigated the extent of networks ( Hall and O’Toole 2004 ), the appropriate way to measure networks and networking behaviour ( McGuire 2002 ; Meier and O’Toole 2005 ), and the role that networking plays in improving organizational performance ( O’Toole and Meier 2003 ). Although there are qualifications in the literature to the rosy scenario that managing in the network is always a good thing ( O’Toole and Meier 2004 ), and although the benefits of managerial networking show diminishing returns ( Hicklin et al. 2008 ), there has not been much investigation of the factors that enhance or detract from networking's impact on performance. This study examines the interactive relationship between management capacity and managerial networking using a panel of several hundred public organizations over an 8‐year period. The empirical results show that managerial capacity does interact with networking and enhances the positive impact of networking over an array of performance indicators. At the same time, building managerial capacity is a central management choice, and that decision has ramifications for organizations that are not always positive. The paper concludes with the managerial implications of the strategic choice to build management capacity.     

Anomie and Violence among Native Americans

Cultural anomie and the marginality that results from it are important considerations when viewing Native American disorganization, both past and present. Indeed, a major consequence of Indian disorganization is intra-group aggression, a phenomenon manifested by high alcoholism and suicide rates (self-aggression) as well as assault and homicide.

And while the problem of cultural anomie has long plagued Native Americans, few attempts have been made to analyze it within the appropriate culturally-relevant, social conflict (majority/minority) perspective. This article makes such an attempt by providing a psycho-historical analysis of the significant policy controls which have served to regulate American Indians since the advent of white contact. It explores the affect of primary conflict generated by the policies of slavery, Indian wars, Removal, Allotment, Reorganization, Termination, Relocation, and Self-Determination. The analysis goes beyond these policy controls by linking them to the ensuing secondary (intra-group) conflicts existing within Indian communities on both the reservations and in the urban Indian ghettoes.     

Administrative License Revocation in New Mexico: An Evaluation

Swiftness of punishment for drivers impaired by alcohol is likely to be increased objectively by administrative license revocation laws. These laws provide that a driver who fails or refuses a breath-alcohol test has his license confiscated on the spot by police, with formal loss of driving privileges following shortly thereafter. This study of New Mexico law looks for evidence of a deterrent impact of administrative license revocation. Interrupted time-series analysis finds a permanent drop in the proportion of driver and pedestrian fatalities involving the presence of alcohol precisely at the time that the law went into effect. However, lack of publicity for the law and the existence of a complex procedure, unpopular with many police, appear to have diminished the law's effectiveness.