Social science and the Courts

Social scientists have increasingly become involved in the submission of amicus curiae or friend of the court briefs in legal cases being decided by state and federal courts. This increase has triggered considerable debate about the use of briefs to communicate relevant social science research. This article evaluates the strengths and weaknesses of various methods of summarizing social science research for the courts. It also reviews the procedures for submitting briefs developed by the American Psychology-Law Society which, in collaboration with the American Psychological Association, has submitted its first brief inMaryland v. Craig, a case recently decided by the U.S. Supreme Court.The authors wish to thank James Ogloff, Kathy Roesch, and Claudia Worrell for their comments on an earlier draft     

A decision support system model for technology transfer

Technology transfer is the process by which technology originating at one institutional setting is adapted for use in another. A major impediment to the implementation of new technologies to assist with mangerial decision-making problems is a lack of communication between the technology and management communities. Development of a tool designed to bridge the technology transfer gap was the goal of this research. The result is a prototype software package which may be used on an interactive computer terminal by a manager for assistance in designing a decision support system (DSS). The four primary research tasks were:

1. Develop a conceptual model of the DSS design process.
2. Select and adapt, or create, appropriate software to mechanize the model.
3. Develop a knowledge base to describe the interactiveness of various organization variables and managerial decision-making needs.
4. Collect and analyze interview data and implement resultant production rules on the model.

Tasks 1 and 2 were accomplished first to establish the feasibility of this effort. An interview instrument was developed for Task 3. And, corporate managers from several firms were interviewed to accomplish Task 4. Using this data, a prototype production rule model (called DECAIDS for DECISION AIDS) was constructed which supports managerial decision-making from the EMYCIN production rule system used at Stanford University. The purpose of this article is to introduce the need for a Decision Support System Model. A complete copy of this research can be obtained through University Microfilms International, 300 N. Zeeb Road, Ann Arbor, Michigan 48106, from the Naval Postgraduate School, Monterey, California 93940, or the Defense Technical Information Center, Cameron Station, Alexandria, Virginia 22314. The title is “An Interactive Decision Support System for Technology Transfer Pertaining to Organization and Management”, 1980.     

Comparative approaches to R & D policy coordination

Approaches to the interagency coordination of R & D policy adopted by the governments of five West European countries and the United States are described and analyzed comparatively in terms of four variables: (1) procedures; (2) aims; (3) distribution and sources of influence among participating agencies; and (4) the frame of reference which orders governmental actions in R & D for coordination purposes. Differences stem from general features of policy formation within each system and changes over time in the conception and goals of science policy. The inherent ambiguities of the coordination concept and the difficulties in defining the perfectly coordinated system are the primary obstacles in evaluating coordination formats both within and across systems.An earlier version of this paper was presented at the annual meeting of the American Political Science Association in Washington, D.C., September 1977.     

Book reviews

A. L. Meiendorf, Optimizatsiya khozyaistvennykh reshenii: metod analiza prirashchenii. Series: Aktual'nye problemy sel'skogo khozyaistva. Moscow: ‘Ekonomika’, 1976.

Oliver H. Radkey, The Unknown Civil War in Soviet Russia. A Study of the Green Movement in the Tambov Region, 1920–21. Stanford, Calif.: Hoover Institution, 1976. xiv+457 pp. $12.95.

Roy and Zhores Medvedev, Khrushchev—The Years in Power. London: OUP, 1977. xi+198 pp. £3.95.

Daniel F. Calhoun, The United Front: the TUC and the Russians, 1923–1928. Cambridge: CUP, 1976. 450 pp. £10.50.

Gabriel Gorodetsky, The Precarious Truce. Anglo‐Soviet Relations 1924–27. Cambridge: CUP, 1977. 289 pp. £9.00.

Herbert S. Dinerstein, The Making of a Missile Crisis: October 1962. Baltimore and London: Johns Hopkins UP, 1976. 302 pp. $14.95.

Donald R. Kelley, Kenneth R. Stunkel, Richard R. Wescott, The Economic Superpowers and the Environment: The United States, The Soviet Union, and Japan. San Francisco: W. H. Freeman & Co., 1976. 335 pp.

Fred Singleton (ed.), Environmental Misuse in the Soviet Union. New York and London: Praeger Publishers, 1976. xvii+103 pp. $13.50. £8.80.

Peter H. Juviler, Revolutionary Law and Order. Politics and Social Change in the USSR. New York: The Free Press, and London: Collier MacMillan, 1976. xii+274 pp. £11.05.

Richard Szawlowski, The System of the International Organizations of the Communist Countries. Leyden: A. W. Sijthoff, 1976. 322 pp.

Jürg Meister, Soviet Warships of the Second World War. London: Macdonald & Jane, 1977. 348 pp. £7.95.     

'Building a Better World'

Garran Oration Royal Institute of Public Administration Australia National Conference, 29 November -1 December 2003     

Security, Capacity and Post-Market Reforms: Public Management Change in 2003

Public sector change in 2003 was a product of external demands and internal pressures for improvement. The specific areas addressed are responses to security threats in the international environment; strengthening internal capacity, particularly through whole-of-government approaches; and fine-tuning the public management model in part through readjustments to the centre-agency relationship and greater emphasis on horizontal structures and processes.
This is the ninth year an administrative essay has been published in the journal since 1996. Earlier chronicles include: J. Stewart 55(1) 1996; S. Prasser 56(1) 1997; J. Homeshaw 57(3) 1998; J. Moon 58(2) 1999; J. Curtin 59(1) 2000; C. Broughton and J. Chalmers 60(1) 2001; N. Miragliotta 61(1) 2002; and J. Nettercote 62(1) 2003.
In this issue two chronicles are published — the first, by John Halligan and Jill Adams, focuses on external security and internal capacity building. The second assessment by Scott Prasser takes a different view of compliant management, poor decisions and reactive change.     

'Designing Better Health Care in the South': A Case Study of Unsuccessful Transformational Change in Public Sector Health Service Reform

This article presents a case study of a project known as 'Designing Better Health Care in the South' that attempted to transform four separately incorporated health services in southern Adelaide into a single regional health service. The project's efforts are examined using Kotter's (1996) model of the preconditions for transformational change in organisations and the areas in which it met or failed to meet these preconditions are analysed, using results from an evaluation that was commenced during the course of the attempted reform. The article provides valuable insights into an attempted major change by four public sector health organisations and the facilitators and barriers to such change. It also examines the way in which forces beyond the control of individual public sector agencies can significantly impact on attempts to implement organisational change in response to an identified need. This case study offers a rare glimpse into the micro detail of health care reform processes that are so widespread in contemporary health services but which are rarely systematically evaluated.     

The risky business of public–private partnerships

Public–private partnerships (PPPs) are now a common strand of third way government policy, with better efficiency promised from the private funding of public infrastructure through the transfer of risks to private parties. This paper aims to investigate, on an empirical basis, the realities of risk transfers in PPPs and compare this experience against both the rhetoric of project proponents and the formal contract conditions. The paper outlines some conceptual frameworks underpinning PPPs and establishes the notions of risk shifting and risk sharing. The range of typical risks encountered in infrastructure projects is specially considered, and differences to traditional project delivery arrangements are articulated. Some empirical experience on the transfer of risks under PPPs is then outlined through a case study. This analysis shows the extent to which risks were shifted to the private parties as planned, or whether risks remained with government. It is argued that while commercial risks were largely well managed, governance risks were not. It is critical to understand better the nature of risk transfers in PPPs in view of the large financial implications of these deals along with long contract terms.     

唐宋时期政府商业政策的变化

唐宋处于中国封建文明史的转型时期,包括封建经济在内的社会生活的各个方面都发生了前所未有的深刻变化.与繁荣兴旺的商品经济相适应,唐宋政府的商业政策亦随之进行了调整.概而言之,主要是由专卖榷利制度向注重征商转变,商税逐渐制度化、规范化,扶商政策出现并付诸实施.     

论现代埃及女权运动的兴起

20世纪早期,埃及伊斯兰改革主义和民族主义推动了女权运动的兴起,伊斯兰传统文化制约着女权主义的内涵,第一代女权主义者的才智和奋斗精神,推动着埃及社会的进步.