Challenges in conflict management in multi-ethnic states – the dissolution of Czechoslovakia and Serbia and Montenegro

This article examines the break-ups of post-communist Czechoslovakia and the Union of Serbia and Montenegro under consociationalism. According to Arend Lijphart, social divisions may be neutralized at the elite level with power-sharing mechanisms. Lijphart's theory has been abundantly criticized, particularly because, while its intention is to induce cooperation, consociationalism does not give leaders actual incentives to cooperate. Czechoslovakia and the Union qualified as consociations; however most favorable factors were absent. The states failed to overcome their divisions and broke apart. Both states were going through a democratization period, experienced differently in each republic. The article argues that the application of consociationalism at this time magnified the divisions. Stirring up the ethnic sensitivity of the population was the most reliable strategy for politicians to secure popular support. In this context, and with the EU enlargement prospect, the consociational structure, instead of bringing elites together, weakened the federal power and provided elites the opportunity to defend republican interests at the expense of the federations. Hence, while a consociation requires certain conditions and favorable factors, the context in which consociationalism is implemented, and particularly democratization periods, may have a decisive influence on the leaders’ ability to cooperate, on their decisions, and thereby on the state.     

Using the Strategy Tripod to Understand Strategic Management in the “Evaluation-Friendly” Organizations of Cultural and Creative Industries

Abstract

This article provides a new conceptual framework based on the Strategy Tripod to understand challenges and orientation that affect performance evaluation in the organizations of cultural and creative industries (CCI). The analysis is built on a quantitative study carried out in Estonia. Multinomial logistic regression was performed to assess the ability of different variables to predict performance evaluation. The new conceptual framework provides a holistic understanding of the uncertain environment and its impact on strategic management in “evaluation-friendly” organizations in CCIs. It adds new insight into theoretical and managerial discussions on how and why strategic management in CCIs is practiced.     

Police Enforcement of Domestic Violence Laws: Supervisory Control or Officer Prerogatives?

Police officers are afforded a high degree of discretion in the exercise of their authority, and the control of this discretion is an important issue. While it is assumed that individual officer attitudes and preferences shape their discretionary activity, these officers are also members of a paramilitary organization with leaders over them. The present study explored the influence of both officer attitudes and management influences to explain variation in officer domestic violence arrest rates. Hierarchical linear modeling was used with a sample of 311 patrol officers and 61 supervisors from 23 municipal police agencies across multiple states. Unlike much of the previous literature, the results revealed that officer occupational attitudes had no effect on this particular officer work behavior. Management influences (such as rewards and written policies) significantly influenced officers’ domestic violence arrest behavior. The findings emphasize the complexity involved in the control of officer discretion.     

Legal responses to child sexual abuse cases in the Children’s Court of Victoria: study findings on a case-management approach

Child sexual abuse cases present Children’s Courts with distinctive challenges. The highly conflictual nature of child sexual abuse cases means they do not lend themselves to the usual adversarial court processes that characterise the conduct of Magistrate Court matters in Australia. With this in mind, the Children’s Court in Victoria established for 12 months in 2013 a pilot specialised judicial list (known as the ‘D’ List) which offered an intensive Magistrate-led case management approach to child sexual abuse cases in the Family (child protection) Division of the Court. The operation of the List was evaluated to assess the suitability and effectiveness of this approach, and to investigate the challenges associated with managing and deciding this class of cases. The findings confirmed that the List provided better management of cases and reduced delay. Given this, the Court is continuing the judicially proactive intensive case management approach and dedicated list for child sexual abuse matters and extending it to regional courts; believing it to be a more effective approach to managing and deciding this complex class of cases.