Book reviews

Hélène Carrère d'Encausse, Une Révolution, une victoire. L'union soviétique de Lénine à Staline 1917–1953. Paris: Editions Richelieu, 1972. 446 pp. 60 F.

Joel C. Moses, Regional Party Leadership and Policy‐Making in the USSR. (Praeger Special Studies in International Politics and Government.) New York: Praeger Publishers, 1974, and London: Pall Mall Press, 1975. xv+263 pp. £8.00.

Robert J. Osborn, The Evolution of Soviet Politics. Homewood, Ill. and London: The Dorsey Press, 1974. xiii+574 pp. $10.95.

Robert H. Donaldson, Soviet Policy toward India: Ideology and Strategy. (Russian Research Center Studies, 74.) Cambridge, Mass.: Harvard UP, 1974. x+338 pp. £7.50.

Lloyd G. Churchward, Contemporary Soviet Government. Second Edition. London: Routledge & Kegan Paul, 1975. 368 pp. £6.95.

Otto Ul?, Politics in Czechoslovakia. San Francisco and Reading: W. H. Freeman, 1975. xi+181 pp. £4.70.

Ivan Volgyes (ed.), Environmental Deterioration in the Soviet Union and Eastern Europe. (Praeger Special Studies in International Politics and Government.) New York: Praeger, 1974, and London: Pall Mall Press, 1975. xiii+168 pp. $14.00. £6.00.

Rolf Freund, Investitionskriterien als Mittel zur Realisierung eines Entwick‐lungspfades. Dargestellt am Beispiel der UdSSR. Berlin: Osteuropa‐Institut an der Freien Universität Berlin, 1974. v+202 pp. DM 12.00.

László Szamuely, First Models of the Socialist Economic Systems. Principles and Theories. Budapest: Akadémiai Kiádó, 1974. 109 pp. £2.60.

Iain F. Elliot, The Soviet Energy Balance. Natural Gas, Other Fossil Fuels, and Alternative Power Sources. (Praeger Special Studies in Economics and Development.) New York: Praeger Publishers, 1974, and London: Pall Mall Press, 1975. xv+277 pp. £8.00.     

The Penal Voluntary Sector in England and Wales: Adaptation to Unsettlement and Austerity

This article draws on some findings from research which investigated penal voluntary sector adaptation to the mixed market in criminal justice services. The article firstly reprises the main trends for aligning state relationships with the voluntary sector from the 1980s to the present. We then outline some findings about adaptive experiences, situations and practices of the voluntary sector in criminal justice resettlement in the light of considerable upheaval. The research found that service providing voluntary sector organisations (VSOs) either outwardly comply with, or, in a minority of cases, actively embrace, competitive marketised models of service delivery. Secondly, the sector has normalised commercial approaches to organisational efficiency as well as aligned with bureaucratic practices common to the statutory sector. Despite charges that they are effectively co‐opted by both state and market interests, many have reported conflicts between prioritising long‐term financial viability with their founding ‘ethos and values’. We conclude that while many VSOs have successfully adjusted to market and bureaucratic norms, aspects of that repositioning have been at a cost to their traditions of relative autonomy, localism and distinctiveness, to the possible detriment of a vigorous civil society.     

The influence of business associations on legislation: The case of Kenya

Interest groups seek to influence public policy. Business associations specifically seek to influence policy related to the environment in which their members operate, with the intention of making it easier for the members, and the wider private sector, to “do business.” Scholars question whether interest groups are influential and, if so, the degree to which their activity influences public policy. Even if they do influence public policy at the margins, it is questionable how effective they are in influencing legislation. As a result, there is little exploration of the factors that may determine whether business membership organizations (BMOs) are likely to be successful. This paper explores the efforts of two BMOs in Kenya to influence legislation: In one case, the BMO persuaded the government to introduce legislation to regulate an activity that had previously not been subject to legislation; in the other, a BMO sought to persuade the government to amend its own proposals to replace existing legislation with new legislation. In both cases, we find evidence that the BMO was successful, though one BMO was significantly more successful than the other. We review the factors perceived by the BMOs to have led to their success. Neither was in a position to rely on economic or other power to strong‐arm the government. Both followed a predominantly insider strategy though with occasional media back‐up. Both were successful on the more “technical” issues. Key factors include the use of a champion, engaging across government, supplying information, and providing evidence and good argumentation.