Brexit,the Belfast Agreement and Northern Ireland: Imperilling a Fragile Political Bargain

The major impact of the Belfast Agreement was to engineer a peaceful coexistence between nationalism and unionism that involved each bloc recognising it had sufficient power to thwart the political ambitions of the other side, but not enough to push through its own agenda. This paper argues that Brexit seriously damages this peaceful coexistence and could trigger what is termed an Ulster war of attrition in which Northern Ireland becomes entrapped in a political stalemate where each side strives to triumph without having sufficient power to do so. It also argues that to restore internal political stability in Northern Ireland, and to indemnify against the risk of disorderly relationships between the British and Irish governments in the future, the strategic importance of Strand 3 of the Belfast Agreement requires strengthening.     

Behavioral Public Administration ad fontes: A Synthesis of Research on Bounded Rationality,Cognitive Biases,and Nudging in Public Organizations

This article provides a comprehensive overview of how policy makers, practitioners, and scholars can fruitfully use behavioral science to tackle public administration, management, and policy issues. The article systematically reviews 109 articles in the public administration discipline that are inspired by the behavioral sciences to identify emerging research trajectories, significant gaps, and promising applied research directions. In an attempt to systematize and take stock of the nascent behavioral public administration scholarship, the authors trace it back to the seminal works of three Nobel Laureates—Herbert Simon, Daniel Kahneman, and Richard Thaler—and their work on bounded rationality, cognitive biases, and nudging, respectively. The cognitive biases investigated by the studies reviewed fall into the categories of accessibility, loss aversion, and overconfidence/optimism. Nudging and choice architecture are discussed as viable strategies for leveraging these cognitive traps in an attempt to alter behavior for the better, among both citizens and public servants.     

Why do only some people who support parties actually join them? Evidence from Britain

What makes people join a political party is one of the most commonly studied questions in research on party members. Nearly all this research, however, is based on talking to people who have actually joined parties. This article simultaneously analyses surveys of members of political parties in Britain and surveys of non-member supporters of those same parties. This uniquely enables us to model the decision to join parties. The results suggest that most of the elements that constitute the influential ‘General Incentives Model’ are significant. But it also reveals that, while party supporters imagine that selective benefits, social norms and opposing rival parties’ policies are key factors in members’ decisions to join a party, those who actually do so are more likely to say they are motivated by attachments to their party’s values, policies and leaders, as well as by an altruistic desire to support democracy more generally.     

Human Values and Sophistication Interaction Theory

Political Behavior - Political sophistication systematically affects the structure, crystallization, and use of political values, but it remains unclear if sophistication manifests similar effects...