To adapt or to disregard? Parties’ reactions to external shocks

How do parties react to unanticipated events such as external shocks? Do they adapt to the consequences of the external shock or do they disregard them? Using the global financial crisis as an empirical example and testing the expectations for parties’ economic policy shifts in 23 European democracies based on Chapel Hill Expert Survey data, the article demonstrates that government parties react more to an external shock than opposition parties, particularly in countries where the external shock has been more severe. This has implications for a broader literature in comparative politics by fostering the dialogue between the political economy literature on external shocks and the literature on party policy shifts by showing the significant impact exogenous events can have on party positioning.     

Comment on Bruce J. Katz and Margery Austin Turner's “Who should run the housing voucher program? A reform proposal”

Abstract

There is much evidence that the housing voucher program has successfully met its two main goals: housing low‐income families and expanding housing opportunity. Nonetheless, efforts to address the program's limitations could improve success. We agree with Basgal and Villarreal that, on the subject of housing mobility, the focus of Katz and Turner is misplaced.

In addition to proposing a solution that does not address the problem, Katz and Turner fail to consider three key points: First, there is no consensus or clear definition of what “mobility” means, how it is measured, and what standard we hope to achieve. Second, the role and impact of family choice in the locational outcomes of voucher holders is a major factor. And third, the considerable trade‐offs in outcomes that result from a greater emphasis on mobility should be examined.     

Dimensions of political conflict and party positions in multi-level democracies: evidence from the Local Manifesto Project

Partisan conflicts have been frequently analysed in comparative political science research. Yet little is known about the dimensions of political conflict at the local level in multi-level democracies. This article contributes to the literature on the estimation and analysis of party positions by first presenting a new dataset of more than 800 local party manifestos in Germany that allows for a systematic analysis of the dimensions of political conflict at the German local level. Secondly, it is demonstrated that (semi-)automatic content analysis of these texts offers a promising approach for gaining new insights into local party positions. Thirdly, the empirical analysis of German local party manifestos shows that partisan conflicts are not only structured along the left–right dimension but also along a dimension which distinguishes between parties addressing ‘local’ and ‘national’ issues to a varying degree in their manifestos, due to the different behaviour of established and populist parties.     

Management strategy for economic and social development: Part I

The new and rapidly changing environment of development administrators includes (1) the emergence of a world society of interdependent nations, (2) a rapid and confusing technological and scientific revolution, (3) the expansion of service societies in industrialized countries, (4) new major alternatives for war, neocolonialism, despotism and materialism, and (5) development problems of ascending complexity and difficulty.Post-industrial beginnings in modern management arise from a background of management thought and technique in agriculturla epochs and the more recent industrial revolution. They encompass computer technology; operations research; systems approaches, including systems engineering, management information systems, and general systems research; cost-effectiveness analysis and PPBS; social indicators; and futurecasting. Their development has contributed to a growing gulf between technique and capability, to a triumph of technique over strategy and a retreat from human values.Attention is directed to specific strategies and tactics of introducing modern management techniques in developing nations. The efforts to do this during the 1960 Development Decade are reviewed. The prospects for the 1970's are previewed, and suggestions offered for problem area task forces and the expansion of U.N. activities in advancing, not merely diffusing, the current state of the art.Since the most significant modern management advances have been tactical, a dozen principles of strategic decisionmaking are suggested: (1) responsible decisionmaking, (2) the conflict essence of problems, (3) selectivity, (4) total system appreciation, (5) relative proportions, (6) sequential model-using, (7) problem interrelationships, (8) jointed incrementalism, (9) organized and unorganized interests, (10) the emotional basis of rational action, (11) investment in future capabilities, and (12) power mobilization and use.The paper ends by raising vital questions on the improvement of managerial values. This is done by specific proposals for a code of managerial ethics and the formulation of more humanistic management goals.     

Population data for four population groups from the United States for the eleven Y-chromosome STR loci recommended by SWGDAM

POPULATIONS: Caucasian ( n =1243), African American ( n =1605), Hispanic ( n =454), and Native American ( n =104).