WHAT IS A “GOOD” SOCIAL NETWORK FOR POLICY IMPLEMENTATION? THE FLOW OF KNOW‐HOW FOR ORGANIZATIONAL CHANGE

This study concerns how intraorganizational networks affect the implementation of policies and practices in organizations. In particular, we attend to the role of the informal subgroup or clique in cultivating and distributing locally adapted and integrated knowledge, or know‐how. We develop two hypotheses based on the importance of intraorganizational coordination for an organization's capacity for change. The first emphasizes the importance of distributing know‐how evenly to potential recipient subgroups. The second emphasizes the importance of restricting know‐how to flow from high know‐how subgroups. We test our hypotheses with longitudinal network data in 21 schools, finding stronger support for the second hypothesis than the first. Our findings can help managers cultivate know‐how flows to contribute to organizational change.     

Informating policy and administration a comparative perspective on terrorism

The cliche that ‘one man's terroirist is another man' freedom fighter’ represents the major dilemma of anti-terrorism policymakers and administrators. The conceptual confusion is further complicated by the ideological orientations and policy interests of the observers. The comparative study of terrorism, however, has provided a conceptual underpinning and does provide the tools for sorting out the biases. This article compares the six principal models of political terrorism and suggests that each in fact describes a distinct form of political violence depending upon the perspective of the observer. Each of the forms of terrorism, moreover, may require a unique set of remedies. Using the widely publicized TWA bijacking during the summer of 1985 as an example, the analysis examines the differences in the American, Israeli, and Lebanese government perspectives and how those differences influenced policymaking.