POLICE CULTURE AND COERCION*

Researchers have long noted the link between police culture and coercion. To date, however, there have been no empirical studies of this relationship. Using data collected as part of a systematic social observation study of the police in Indianapolis, Indiana, and St. Petersburg, Florida, this research examines the relationship between traditional views of police culture—from an attitudinal perspective‐and coercion—from a behavioral perspective. After developing a classification scheme of officers' outlooks in the context of police culture, we examine the extent to which officers' alignment with cultural attitudes translates into differences in coercive behavior. The findings indicate that those officers who closely embody the values of the police culture are more coercive compared with those that differentially align with the culture, suggesting that police use of force is a function of officers' varying attitudinal commitments to the traditional view of police culture. The implications of these findings for policy and future research are considered.     

The Myth of Ulsterization in British Security Policy in Northern Ireland

For many years, the term "Ulsterization" has been a byword for the cynicism with which British governments decided to transfer the responsibility (as well as the human cost) for law enforcement to the local population of Northern Ireland. This analysis, however, demonstrates that Ulsterization has generally been misunderstood. Given that the expansion of local security forces was limited to the police, it is perhaps more appropriate to use the term "de-militarization." Also, the label "Ulsterization" has prevented students of the conflict from understanding the most significant development to follow from the policy changes of 1974-75, namely, the professionalization of the local security forces.­     

伙伴关系特征、网络行为与公共性： 有关可持续发展项目绩效的证据

摘要: 本文探索在复杂的可持续发展政策领域内的伙伴关系特征、网络行为与公共性之间的关系。本研究以香港为背景,该城市正在从命令—控制的政策手段逐渐转向对伙伴关系 和利益相关者参与的运用。本文认为,承诺、平等、相互性和信任等网络伙伴关系特征和网络行为会在公共性程度上有所不同,但它们总体上对于可持续发展项目的绩效具有正面的贡献。本研究的数据来自于28个可持续发展的咨询委员会或代表性组织的成员(57%的回应率),最后得到53个可持续发展项目的可用数据。分析结果显示在可持续发展项目中的政府、企业和公民社会成员并不认为在伙伴关系特征与感知到的项目绩效间存在很大的分别,但认为伙伴关系特征与网络行为存在很大的分别。多重回归分析显示信任有助于促进感知到的项目绩效,私人部门和公民社会团体人员的网络行为特征也有相同效果,尽管对于公民社会团体人员来说,网络行为与项目绩效存在负面关系。文章的结论讨论了这些研究结果对于香港以及其他地区的可持续发展项目的意义。     

CO‐OFFENDING AND THE DEVELOPMENT OF THE DELINQUENT CAREER*

This article examines the role of co‐offending in the development of the delinquent career. Hypotheses derived from Reiss's (1986, 1988) taxonomic theory of co‐offending are tested, using police‐reported data on the delinquent careers and co‐offending of 55,336 Canadian offenders. Support is found for a taxonomic theory and for age‐related and functional theories of co‐offending. The taxonomy consists of two types of offenders—high activity (3 percent) and low activity (97 percent)—whose co‐offending patterns differ during the teenage years but not during childhood. For low‐activity offenders as teenagers, the proportion of co‐offenses decreases with criminal experience. The rate of co‐offending by high‐activity offenders as teenagers is lower at onset than for low‐activity offenders, and it varies little with criminal experience. For both offender types, the proportion of co‐offenses decreases with age, is slightly less in males, and varies with the type of offense. For both offender types, the proportion of co‐offenses in childhood offending is greater than in the teenage years and is unrelated to the offender's age or criminal experience.     

DOES POLITICAL CHANGE AFFECT SENIOR MANAGEMENT TURNOVER? AN EMPIRICAL ANALYSIS OF TOP‐TIER LOCAL AUTHORITIES IN ENGLAND

In many political systems the political neutrality of senior managers' tenure is often cherished as a key part of the politics-administration dichotomy and is subject to formal safeguards. We test hypotheses about the impact of political change on senior management turnover drawn from political science, public administration and private sector management theory. Using panel data to control for unobserved heterogeneity between authorities, we find that changes in political party control and low organizational performance have both separate and joint positive effects on the turnover rate of senior managers. By contrast, the most senior manager, the chief executive, is more sheltered: the likelihood of a chief executive succession is higher only when party change and low performance occur together. Thus the arrival of a new ruling party reduces the tenure of senior managers, but chief executives are vulnerable to political change only when performance is perceived as weak.