The Criminal Justice Approach: Case Examples

The article presents a special form of a European comparative synopsis. For this case examples have been chosen ranging from administrative or minor (criminal) offences to increasingly serious offences and offenders. In this way it can be comparatively demonstrated how the criminal justice systems studied handle specific cases and whether they do so in a similar or different way.     

Tax Fraud and Selective Law Enforcement

This article presents a new conceptual framework for research into tax fraud and law enforcement. Informed by research approaches from across tax law, public economics, criminology, criminal justice, economics of crime, and regulatory theory, it assesses the effectiveness, and the legitimacy, of current approaches to combating tax fraud, bringing new dimensions to previously identified trends in crime control. It argues that, whilst the last decade has witnessed a significant intensification of measures that purportedly target tax fraud, preference has been consistently given to enforcement measures that maximize revenue gains rather than combat the fraud itself, even where the effect is to aggravate the non-revenue costs of tax fraud. These developments demonstrate a significant shift from tax fraud suppression to tax fraud management. The article concludes that this shift not only undermines tax equity and overall tax compliance, but also leads to selective tax enforcement, thus representing a significant risk to the rule of law.     

Institutions or Contingencies? A Cross‐Country Analysis of Management Tool Use by Public Sector Executives

Management tools are often argued to ameliorate public service performance. Indeed, evidence has emerged to support positive outcomes related to the use of management tools in a variety of public sector settings. Despite these positive outcomes, there is wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organization‐oriented and client‐oriented management tool use by top public sector executives. The hypotheses are tested using data from a large‐N survey of 4,533 central government executives in 18 European countries. Country and sector fixed‐effects ordinary least squares regression models indicate that contingency theory matters more than normative isomorphism. Public executives working in organizations that are bigger and have goal clarity and executive status are more likely to use management tools. The only normative pressure that has a positive impact on management tool use is whether public sector executives have a top hierarchical position.