Is Trafficking Slavery? Anti-Slavery International in the Twenty-first Century

Why was Anti-Slavery International (ASI) so effective at changing norms slavery and even mobilizing the support that ended the transatlantic slave trade at the end of the nineteenth century, and why has that success not continued on into subsequent eras? This article claims that ASI's organizational structure is the key to understanding why its accomplishments in earlier eras have yet to be replicated, and why today it struggles to make modern forms of slavery, such as human trafficking, salient political issues. Organizational structure is defined by how an NGO distributes power over agenda-setting (proposal and enforcement power) and its implementation. Those NGOs that centralize agenda-setting and decentralize the implementation of that agenda will be most effective at changing international norms. This paper demonstrates the tractability of that claim with a comparative analysis of ASI past and present to show that changes in organizational structure have led to differences in their effect on international norms, in spite of the fact that slavery in its modern forms persists as a political and social problem.     

Prime time hostages: A case study of coverage during captivity

Media coverage of the hijacking and diversion of to Beirut of TWA Flight 847 on 14 June 1985 by members of the Shi'ite Muslim Islamic Jihad was characterized by several unique aspects. For the first time during reporting of such an event, the hostages, their captors, and Middle Eastern political leaders were interviewed live on American television. The media were drawn directly into the negotiations to free the hostages when the hijackers and Amal mediators delivered a letter from the captives to President Reagan via the crew of reporters at Beirut Airport. The hijackers’ awareness of the importance of news coverage was indicated by their continuing use of the media to communicate their political views and demands to government officials and the public. This paper traces the efforts of the hijackers to make use of the media and details the coverage of the event by the three major U.S. networks and other major news organizations from the beginning of the crisis until the release of the hostages on 30 June.     

Power and transformational and transactional leadership in public and private organizations

Ten public and 35 private organizations located in Central New York State participated in a university- sponsored research project to study the effects of organizational characteristics upon types of leadership (transformational/transactional) and power demonstrated by supervisors. Public sector organizations in which managers had low control over rewards were compared to private sector organizations in which managers had high control over rewards.

Followers perceived public sector supervisors as more inspirational by their followers and they used more active management-by-exception behavior than those in private organizations. Private sector supervisors had more reward, legitimate and coercive power than supervisors in public sector organizations.     

Conceptual Issues in Inter-Agency Collaboration

Inter-agency collaboration – or partnership as it now commonly termed – is central to New Labour's agenda, but the general support for a partnership approach conceals disputes about definitions and approaches. This article begins by examining the shift to more complex and ambitious partnerships in health, social care and regeneration, which require new modes of governance. The three main modes – market, hierarchy and network – are briefly described and contrasted, and located within the recent history of public service development. It is argued that they are best seen as overlain and co-existing, resulting in a hybrid mode of governance which is characterised by tension and contradiction. The article goes on to discuss the issues this raises for real partnerships in trying to understand the collaborative imperative and the barriers to its effective achievement. Although the network mode has its attractions, there are complex issues of membership, management and culture which need to be addressed. It is concluded that hierarchy, markets and networks will co-exist better where each acknowledges its own limits and the strengths of others.     

Surveillance and social control: the FBI’s handling of the Black Panther Party in North Carolina

Extant research on state policing of protest tends to focus on overt and physical forms of repression, yet far less work has examined more subtle types of social control. Such mechanisms often take place behind the scenes and are carried out within large government agencies. Drawing upon previously classified documents, we analyze the targeted investigation of the Black Panther Party by the Federal Bureau of Investigation (FBI) between 1968 and 1976. Findings indicate that directives from FBI headquarters to regional offices in North Carolina had three specific goals: forewarn law enforcement agencies of planned activities, gather evidence for possible preemptive prosecutions under an anti-sedition statute, and gather evidence for possible prosecution under existing firearm statutes. We highlight how local offices in North Carolina often distorted and embellished Black Panther activities to meet national FBI directives. Findings have important implications for ongoing state investigations of social movement activity.