Identity Style,Parental Authority,and Identity Commitment

The role that parental authority patterns and social-cognitive identity styles may play in establishing identity commitments was investigated. The results indicated that family authority and identity style variables combined accounted for 50% of the variation in strength of identity commitment. As hypothesized, the relationship between parental authority and identity commitment was mediated by identity style. The findings are consistent with the view that family authority patterns may contribute to the way in which late adolescents negotiate the task of constructing a sense of identity. Alternative explanations of the findings are considered.     

An Impeditive Administrative Culture? The Legacy of Australia's First Auditor‐General on the Australian Audit Office

This historical study provides an account of the Australian Audit Office from its formation in 1901 until the end of the term of Australia's first Auditor-General in 1925. The Audit Office was created to assist the Commonwealth Government in discharging and reporting on its accountability for the economical use of resources. The philosophy upon which the Audit Office was created was one based on small government where a minimalist role for the audit function was envisaged. Accordingly, the initial Audit Act dictated a detailed audit methodology. However, the expansion of Commonwealth activities due to the outbreak of the First World War, the realities of a decentralised Commonwealth administration and the more commercial activities of government created numerous problems for both the Office and government. The Auditor-General was unable, or unwilling, to adapt his audit methodologies to suit the changing circumstances of Australian public administration and the workload of the Audit Office periodically fell into backlog. Relations with the executive became strained over these matters prompting intervention by subsequent governments. This early period is important historically as it provides a window through which to view the development of the public sector audit function and its contribution to an efficient public sector. In addition, the events of this period illustrate the importance of relations between the Audit Office and the government, and the role of the Auditor-General in contributing to an efficient public administration.     

Enduring Tensions in the 2000 Defence White Paper

In 2000 the Howard government formed a consultative committee to review defence policy and gauge public opinion on defence issues. It concentrated on the impact of budgetary stringency and dramatic strategic change and supported increased defence spending on equipment to cater for high‐level threats. Was there a thorough review? Inconsistencies occurred in the reports developed from the review and statements made by senior policy‐makers while it was being conducted. The way the review was undertaken points to conceptual tensions in Australia's strategic culture and serious problems with entrenched interests in the services. Unless these challenges are addressed, a thorough review of defence policy cannot be undertaken. The review process itself needs to be reviewed.     

A Strategic Theory of Bureaucratic Redundancy

Do redundant bureaucratic arrangements represent wasteful duplication or a hedge against political uncertainty? Previous attempts at addressing this question have treated agency actions as exogenous, thus avoiding strategic issues such as collective action problems or competition. I develop a game‐theoretic model of bureaucratic policy making in which a political principal chooses the number of agents to handle a given task. Importantly, agents have policy preferences that may be opposed to the principal's, and furthermore may choose their policy or effort levels. Among the results are that redundancy can help a principal achieve her policy goals when her preferences are not aligned with the agents'. But redundancy is less helpful if even a single agent has preferences relatively close to the principal's. In this environment collective action problems may cause multiple agents to be less effective than a single agent. Redundancy can also be unnecessary to the principal if the agent's jurisdiction can be terminated.     

In the Wake of 'A Certain Maritime Incident': Ministerial Advisers, Departments and Accountability

This article considers the accountability of ministerial advisers and their relationship with departments in the light of 'the children overboard' incident. It argues that if ministers are not going to accept responsibility for the actions of their advisers then on those occasions the advisers should be separately accountable to the parliament. The article further suggests that the department heads have a particular responsibility for ensuring the integrity of ministerial advice, and proposes steps to reinforce their capacity to fulfil that responsibility.     

When Doves Cry: International Rivalry, Unreciprocated Cooperation, and Leadership Turnover

Varied research traditions suggest that dovish leaders will be thrown out of office under harsh external circumstances. Below, I elaborate a model of rivalry maintenance that draws on and refines the insight from studies of leadership tenure and foreign policy. Specifically, I expect a leader who offers unreciprocated cooperation to a rival (a dove) to be more likely to be deselected from power than a leader that takes a harder line vis-à-vis the rival (a hawk). I test this expectation using event history techniques and data spanning the 1950–1990 time period and find strong evidence that dovish leaders pay an electoral price within a rivalry context. The findings suggest an internationally contingent domestic incentive to maintain rivalry and conflict over time .