bluuebunny/crossref_metadata_2025 huggingface dataset:
The Chinese State and Agriculture
Authors: Bramall Chris
Published: October 2003

The literature on the sources of Chinese agricultural growth after 1978 has emphasized the role played in the process by the decollectivization of the early 1980s. However, as this chapter shows, agricultural growth owed much to the agency of the Chinese state. The shift in the internal terms of trade towards agriculture played a big part. So too did good weather, the completion of a large number of irrigation projects launched by the Maoist state, the availability of high‐yield crop varieties (HYVs) for the first time, growing production of chemical fertilizer, and the relaxation of procurement quotas. So potent, indeed, were these factors that the growth rate of Chinese agriculture began to accelerate in the mid‐1970s––well before decollectivization.
The Open Door
Authors: Bramall Chris
Published: October 2003

A feature of transition‐era China was the opening‐up of the economy to foreign trade and foreign direct investment. Both factors played a role in the growth process, especially in Guangdong province. Nevertheless, it is shown in this chapter that Chinese growth was not export‐led; in purely quantitative terms, neither foreign trade nor investment was large enough in relation to the Chinese economy to explain growth. The very fact that growth accelerated across the whole of the People's Republic, whereas the impact of the open door strategy was confined almost exclusively to the south‐eastern provinces, demonstrates that internal factors were the prime mover in the growth process. Indeed, without heavy state investment in Shenzhen and other special economic zones, it is unlikely that even Guangdong could have grown so quickly.
The State, Industry, and Infrastructure
Authors: Bramall Chris
Published: October 2003

The Chinese state promoted growth after Mao's death by its regulation of aggregate demand, its manipulation of the internal terms of trade, and by liberalizing many aspects of agricultural production. In addition, as this chapter demonstrates, both central and local government actively promoted the growth and development of industry. The Chinese state adopted an industrial strategy that was far more interventionist than those pursued in Russia and most other transitional economies; until the mid‐1990s, indeed, the extent of privatization was negligible. Yet across the People's Republic, rural industry grew rapidly and even the smokestack industries of urban China became more efficient.
Classification of Market Microstructure Models
Authors: Brunnermeier Markus K.
Published: October 2003

The third chapter contrasts different market microstructure models. In the first group of models, all market participants submit whole demand schedules simultaneously. The traders either act strategically or are price takers as in the competitive Rational Expectations Equilibrium. The strategic models are closely related to share auctions or divisible goods auctions. In the second group of models some traders simultaneously submit demand/supply schedules in the first stage and build up a whole supply schedule in form of a limit order book. In the second stage a possibly informed trader chooses his optimal demand from the offered supply schedule. A comparison between uniform pricing and discriminatory pricing is also drawn. Sequential trade models à la Glosten and Milgrom (1985) form the third group of models. In these models, the order size is restricted to one unit and thus the competitive market maker quotes only a single bid and a single ask price instead of a whole supply schedule. In the fourth group of models, the informed traders move first. The classical reference for these models is Kyle (1985).
Dynamic Trading Models, Technical Analysis, and the Role of Trading Volume
Authors: Brunnermeier Markus K.
Published: October 2003

Focuses on dynamic models. The emphasis is on explaining technical analysis. These models show that past prices still carry valuable information. Some of these models also explain why it is rational for some investors to ‘chase the trend’. Other models are devoted to the informational role of trading volume. The insiders’ optimal dynamic trading strategy over different trading periods is derived in a strategic model setting.
Herding and Informational Cascades
Authors: Brunnermeier Markus K.
Published: October 2003

Classifies different herding models. Rational herding in sequential decision‐making is either due to payoff externalities or information externalities. In herding models with reputational effects in a principal‐agent setting both types of externalities are present. Herding due to information externalities may arise in settings where the predecessor's action is a strong enough signal such that the agent disregards his own signal. Informational cascades might emerge if the predecessor's action is only a noisy signal of his information. We distinguish between exogenous sequencing where the order of moves is pre‐specified, and endogenous sequencing where the decision makers decide when to move.
Herding in Finance, Stock Market Crashes, Frenzies, and Bank Runs
Authors: Brunnermeier Markus K.
Published: October 2003

This chapter shows that herding can help to explain many empirical phenomena in finance, like stock market crashes. In a setting with widely dispersed information, even relatively unimportant news can lead to large price swings and crashes. Stock market crashes can also occur because of liquidity problems, bursting bubbles, and sunspots. Traders might also herd in information acquisition if they care about the short‐term price path as well as about the long‐run fundamental value. Under these circumstances all traders will try to gather the same piece of information. These models also provide a deeper understanding of Keynes’ comparison of the stock market with a beauty contest. Limits to arbitrage are discussed and it is shown that if investors focus on the short‐run, corporate decision‐making also becomes shortsighted. The chapter concludes with a brief summary of bank runs and its connection to financial crises.
The Multiculturalism of Fear
Authors: Levy Jacob T.
Published: October 2003

This work argues for a liberal account of multiculturalism, which draws on a liberalism of fear, like that articulated by Judith Shklar and inspired by Montesquieu. Liberalism should not be centrally concerned either with preserving or with transcending cultural communities, practices, and identities. Rather, it should focus on mitigating evils such as interethnic civil wars, cruel practices internal to cultural communities, and state violence against ethnic minorities. This ‘multiculturalism of fear’ must be grounded in the realities of ethnic politics and ethnic conflict. It must therefore take seriously the importance, which persons feel their ethnic identities and cultural practices to have, without falling into a celebration of cultural belonging. Levy argues against nationalist and multicultural theories that accord significant moral weight to cultural communities as such. Yet he also insists that the challenges of life in a multicultural world cannot be met with appeals to cosmopolitanism, with attempts to deny the importance that particularist identities and practices have to individual persons and to social life. The book applies the multiculturalism of fear to a variety of policy problems confronting multi‐ethnic states. These include the regulation of sexist practices internal to cultural communities, secession and national self‐determination, land rights, customary law, and the symbols and words used by the state, including official apologies. It draws on cases from diverse states such as Australia, Canada, Israel, India, South Africa, and the US.
The Impossibility of Universal Nationalism
Authors: Levy Jacob T.
Published: October 2003

Arguments for universalized nationalism, for a nationalism of all nations, must fail. In such a universal argument, ‘nation’ must be a descriptive concept, and it must be one that allows for a world of neatly separated and mutually exclusive nations. But the only accurate sense of ‘nation’ as a descriptive concept includes the observed identification and loyalty that persons feel. Arguments that one ought to be loyal to a particular nation, e.g. to a linguistic nation (Quebec) rather than to a civic nation (Canada), therefore cannot escape circularity. They cannot argue for loyalty to a group that is defined by loyalty in the first place. Moreover, the lack of any criteria that consistently demarcate nations from one another, the fact that some nations are linguistic groups, some are religious groups, some are state‐citizenship groups, and so on, makes universalization impossible.
Pluralism, Diversity, and Preserving Cultural Communities
Authors: Levy Jacob T.
Published: October 2003

Examines and criticizes a number of more common arguments for the moral importance of political action that protects cultural variety. It argues that different cultures do not embody different moralities which are incommensurable and incapable of judging one another. Whatever the truth of the idea of moral or value pluralism, cultural pluralism is not its march through the world. Arguments grounded in diversity fail to take sufficiently seriously the freedom of group members, and lead to an aestheticization of group difference that actively condemns cultural fluidity. Arguments for cultural preservation that are based in collective action problems typically also fail to take group members’ freedom seriously, and require the imputation of preferences to them that the state has no way to truly discern.
Classifying Cultural Rights
Authors: Levy Jacob T.
Published: October 2003

Cultural rights‐claims and policies of multicultural accommodation are not all of a piece; they are not all, e.g. ‘group rights’ in any meaningful sense. So‐called cultural rights can be disaggregated and clustered into: exemptions from generally applicable laws; special assistance to allow a minority to take part in the same activities as the majority; internal restrictions on what members of a community may do and still remain members; external restrictions on the activity of outsiders who might weaken a community; self‐government; the recognition and enforcement of customary law; and claims for symbolic recognition.
Incorporating Indigenous Law
Authors: Levy Jacob T.
Published: October 2003

Indigenous, and also religious, legal codes can be and have been incorporated into the legal systems of states in a number of ways. These include common‐law incorporation, which recognizes culturally distinct ways of establishing rights that are known to the general law, such as marriage and property rights; customary incorporation, which directly applies and enforces the customary rights, privileges, and duties associated with the relevant legal tradition; and self‐government, which grants legal status to the group to make, and revise, its laws on a territorial basis. Hybrid forms have often represented hypocrisy on the states’ part, according to indigenous peoples, the burdens of all these and the benefits of none. The inalienability of indigenous land against a generally common‐law background is such a hypocrisy.
Introduction: Liberty Vs. License
Authors: Barnett Randy E.
Published: October 2003

This chapter places the arguments of the rest of the book into philosophical context. It distinguishes between liberty and licence, identifies the natural law method of given‐if‐then reasoning, and distinguishes natural law ethics from natural rights. It argues that a respect for natural rights contributes to the obligatoriness of positive law. This ‘hypothetical imperative’ form of argument is identified as consequentialist but not utilitarian.
Using Resources: The First‐Order Problem of Knowledge
Authors: Barnett Randy E.
Published: October 2003

The first order problem of knowledge is identified as follows: In light of the multitude of individuals and associations, each with their own ever‐changing and potentially conflicting personal and local knowledge of potential resource use, how is it possible for individuals to act on the basis of their own personal knowledge and for individuals and associations to act on the basis of their own local knowledge without producing irreconcilable and destructive conflict over resource use? In making their decisions, how are individuals and associations somehow to take into account the ever‐changing and potentially conflicting personal and local knowledge of others, to which by definition they do not, and often cannot, have access? The concept of ‘subjective scarcity’ of physical resources is also discussed.
Specifying Conventions: The Third‐Order Problem of Knowledge
Authors: Barnett Randy E.
Published: October 2003

Though the abstract background rights that define justice are underdeterminate in that more than one set of specific action‐guiding precepts can often satisfy their theoretical demands, these rights can still provide a basis for criticizing specific precepts that are discovered in some other way. Specific action guiding rules of law cannot ordinarily be deduced from abstract rights. Instead, specific conventions to guide conduct can evolve in a common‐law process that has certain characteristics enabling judges (1) to obtain information about the complexities of practice and (2) to formulate rules to decide future cases in a manner that is both consistent with each other and with underlying principles of justice. To ensure a link between the common‐law process and the liberal conception of justice requires both an internal and external link. Apparent conflicts between justice and the rule of law can be resolved in a variety of ways, but when the conflict is clear and demonstrable, justice—which addresses the first‐order problem of knowledge (and also problems of interest)—should take priority over the rule of law.
The Partiality Problem
Authors: Barnett Randy E.
Published: October 2003

The partiality problem refers to the need to (1) allow persons to pursue their own partial interests including the interests of those to whom they are partial, (2) while somehow taking into account the partial interests of others whose interests are more remote to them. The partiality problem represents an independent reason to adopt the solution to the knowledge problem provided by the fusion of justice and the rule of law. The liberal conception of justice based on a decentralized regime of several property rights addresses the general problem of partiality by compartmentalizing the effects of partial decision making, requiring that persons seeking to use the resources under the jurisdiction of others take their interests into account, and permits a checks and balances system of tit‐for‐tat to operate among right‐holders. The liberal conception of the rule of law based on publicly accessible and generally applicable legal precepts addresses the acute problem of partiality that arises in the administration of justice by triggering a warning when these formal tenets are violated that a partial exercise of judgement may have occurred.
The Incentive Problem
Authors: Barnett Randy E.
Published: October 2003

The incentive problem concerns ensuring that persons have an adequate incentive to make choices reflecting the knowledge to which they have access and to discover new information. This problem is addressed by the rights of first possession, freedom from contract, and freedom to contract. The rule of law also addresses the incentive problem by providing a set of legal precepts that do not change too frequently and can therefore be relied upon. To preserve the incentives created by justice and the rule of law, takings must be compensated by requiring the perpetrator of the transfer to make restitution to the victim. The incentive problem created by public goods is less serious than some suppose and free riding can usually be addressed in a number of ways without the need for nonconsensual rights transfers.
The Compliance Problem
Authors: Barnett Randy E.
Published: October 2003

The compliance problem concerns conduct that conflicts with the rights that define justice or the requirements of the rule of law; it is the need to close the gap between the conduct that justice and the rule of law requires and what people perceive to be in their interest to do. Though some perceptions of conflict between justice and interest are illusory and can be resolved by a better appreciation of one's true interest or the limits of justice, genuine gaps between justice and interest can be caused by emergency conditions or by the desire for pecuniary gain or psychological gain. Usually, the gap between justice and interest is closed by the processes of socialization. Residual gaps between justice and interest can be ameliorated by the use or threatened use of force or power in advance of, during (by self‐defence), or after a rights violation. How a system of restitution could be implemented as an alternative to punishment is examined.
Constitutional Constraints on Power
Authors: Barnett Randy E.
Published: October 2003

In a polycentric constitutional order, as distinct from a monocentric one, multiple legal systems exercise the judicial function and law enforcement agencies exercise the executive function. These multiple decision‐makers operate within constitutional constraints that permit them to co‐exist and adjust to each other. A decentralized or polycentric constitutional order provides an institutional framework to address more effectively the problem of enforcement abuse. Such an order will arise naturally if two new constitutional principles are adopted: the nonconfiscation principle stipulates that law enforcement and adjudicative agencies should not be able to confiscate their income by force, but should have to contract with the persons they serve; the competition principle stipulates that law enforcement and adjudicative agencies should not be able to put their competitors out of business by force. How a polycentric legal order better handles the problems of selection, corruption, capture, and the halo effect is explained.
Imagining a Polycentric Constitutional Order: A Short Fable
Authors: Barnett Randy E.
Published: October 2003

This chapter tells a fictional tale of a polycentric legal order to better enable readers to understand the principles described in Ch. 13.
The Russian Mafia
Authors: Varese Federico
Published: October 2003

This book researches the question of what the Russian Mafia is, and challenges widely held views of its nature. It charts the emergence of the Russian Mafia in the context of the transition to the market, the privatization of protection, and pervasive corruption. The ability of the Russian State to define property rights and protect contracts is compared with the services offered by fragments of the state apparatus, private security firms, ethnic crime groups, the Cossacks and the Russian Mafia. Past criminal traditions, rituals, and norms have been resuscitated by the modern Russian Mafia to forge a powerful new identity and compete in a crowded market for protection. The book draws on and reports from undercover police operations, in-depth interviews conducted over several years with the victims of the Mafia, criminals, and officials, and documents from the Gulag archives. It also provides a comparative study, making references to other mafia in other countries (the Japanese Yakuza, the Sicilian Cosa Nostra, American–Italian Mafia and the Hong Kong Triads). The book has an introduction and conclusion and between these is arranged in three parts: I. The Transition to the Market and Protection in Russia (three chapters); II. Private protection in Perm (two chapters investigating the emergence and operation of the mafia in the city of Perm); and III. The Russian Mafia (three chapters).
Searching for Protection
Authors: Varese Federico
Published: October 2003

A variety of actors operate in the market for protection in Russia, and in order to establish how they interact with each other and with their clients/victims, this chapter and the next present an in-depth study of a particular Russian setting: the city of Perm, in the Ural region. Chapter 4 starts with a brief sketch of Perm’s history and traces the impact of market reforms on the structure of the city economy; further information on Perm is presented in Appendix B. This gives a sociological profile of those who benefited most from the transition to market in Perm, in particular the destination of the former Soviet elite, and shows that members of the former nomenklatura (a detailed list of posts in the Communist Party, Government, or elsewhere, to which individuals may not be appointed without personal interview and prior Party approval) entered the new economic elite. Based mostly on evidence from interviews carried out in 1994–95, and between 1996 and 1999, the chapter then traces the sources of harassment that small kiosk owners and businessmen are exposed to, and their search for effective protection, including their encounters with bogus and predatory ‘krysha’ (literally ‘roofs’ – the Russian slang for protection). Although this discussion is mostly devoted to criminal protectors, the market for protection proved to be populated not only by criminals: fragments of the state apparatus and private protection firms were also significant players.
The Contract and the Services
Authors: Varese Federico
Published: October 2003

A variety of actors operate in the market for protection in Russia, and in order to establish how they interact with each other and with their clients/victims, Chs 4 and 5 present an in-depth study of a particular Russian setting: the city of Perm, in the Ural region. Having established the need for protection and investigated the sources of protection in Ch. 4, Ch. 5 looks at protection contracts and the services that criminal protectors are able to offer. It offers a glimpse of who is more likely to escape the grips of criminal protection and obtain state protection. The data used are based mostly on evidence from interviews with (among others) small kiosk owners, businessmen, and private individuals that were carried out in 1994–95, and between 1996 and 1999.
The Mafia in Perm
Authors: Varese Federico
Published: October 2003

If mafia groups are present in a market, they must be organized in some form. Two questions have generated a heated and long-running debate among scholars of the mafias: first, are criminal groups organized in a hierarchical and military fashion or, on the contrary, are they loose networks of individuals, getting together to perform a specific task; second, are these groups territorially or functionally organized? Chapter 6 addresses these two questions with reference to the city of Perm, which is in the Gulag Archipelago in the Ural region of Russia. It pieces together some elements in the history of Perm’s criminality at the time of the transition from the Soviet economic and political system to the market economy, discussing the legacy of the Gulag (in the shape of the criminal fraternity of the vory-v-zakone – thieves-with-a-code-of-honour – that flourished in the Soviet labour camps between the 1920s and the 1950s, and re-emerged in the 1970s) in relation to the contemporary criminal situation, the post-Soviet criminal groups that emerged in the city, and inter-group relations and conflicts. Lastly, it analyses the organizational arrangements (structure, size, and internal division of labour) of the mafia groups in Perm, and compares them with other gangs and mafias (principally the Sicilian Mafia or Cosa Nostra).
The Russian Mafia
Authors: Varese Federico
Published: October 2003

An assessment is made of the role of the vory-v-zakone (thieves-with-a-code-of-honour – the criminal fraternity that flourished in the Soviet labour camps between the 1920s and the 1950s, and re-emerged in the 1970s) in the post-Soviet criminal world. The features of the new society are described (the existence of territorial groups of vory, and their organizational structure, activities, inter-group relations, and role) and the Russian Mafia is identified as groups that share vory rituals and norms of interaction and are federated with one another. The future of the Russian Mafia is then briefly evaluated amidst the emergence of two powerful competitor groups who do not share the rituals and traditions of the vory: the Chechen Mafia and the Cossacks. The chapter concludes with a discussion of the connections between politics, the church, terrorism, and the modern criminal fraternity.
Conclusion
Authors: Varese Federico
Published: October 2003

Some general issues concerning the Russian Mafia are addressed in this concluding chapter, which also makes a brief assessment of its future, and of its position in society.
Challenge and Crisis, 1985–1991
Authors: Mawdsley Evan , White Stephen
Published: October 2003

There were high levels of turnover in the Central Committee during the Gorbachev years, reflecting the new leader's conviction that the renewal of party and government officials was essential to the achievement of perestroika. The composition of the Central Committee elite changed in parallel as the job‐slot system was modified and then abandoned. Figures of the ‘third generation’, born in the 1920s and 1930s, were able to advance to membership at this time, including the Ukrainian regional first secretary V. E. Dobrik and the communications industry minister E. K. Pervyshin. A few were from the ‘fourth generation’, such as Komsomol leader V. M. Mishin. Meetings of the Central Committee itself became more frequent and substantive, but it reflected widening differences within the party and failed to provide a mechanism through which its members could exercise effective control over party policy or over the leadership that spoke in their name.
Elite and Society
Authors: Mawdsley Evan , White Stephen
Published: October 2003

The Central Committee was never a ‘representative’ elite. Like other revolutionary elites, it was disproportionately male and well educated; but it was generally more representative of the mass membership and of the population as a whole than the national party leadership. A system for the distribution of material benefits gradually developed to service its requirements, one that came increasingly to identify Central Committee members as a privileged group of a kind that had been characterized by Trotsky as a bureaucracy. But there were internal divisions and internal safeguards that helped to prevent the formation of an exploitative as well as politically dominant group.
Introduction
Authors: Best Michael H.
Published: October 2003

Competing perspectives on the role of technology in economic growth are briefly presented. Neoclassical growth theory does not control for technology; the ‘new growth theory’ accounts for new ideas; and Joseph Schumpeter focuses attention on innovation and the entrepreneur. Michael Porter, following Alfred Chandler, focuses attention on business organization and competitive strategy and introduces the concept of cluster to explain competitiveness. The capabilities and innovation perspective that informs The New Competitive Advantage develops the concept of the entrepreneurial firm; distinguishes technology from technology management; integrates production into business organization; and contrasts inter‐firm relations in terms of market, and closed‐ and open‐networks. Driven by a technology capability and market opportunity, dynamic, entrepreneurial firms are forever advancing their own capabilities. In the process a region's technology capabilities are revitalized and growth potential is enhanced. The book is organized around Productivity Triad, a concept that captures the interdependencies amongst business model, production capabilities, and skill formation.
The Case of Northern Ireland
Authors: Best Michael H.
Published: October 2003

The capabilities and innovation perspective is not limited to explaining growth processes in technologically advanced regions. Here the perspective is applied within the context of developing an industrial strategy for Northern Ireland. While Northern Ireland has not enjoyed the benefits of regional growth dynamics driven by entrepreneurial firms, the fault is not lack of industrial policy initiatives. Nevertheless, productivity levels are stubbornly low and both innovation and growth have been disappointing. A major lesson of Northern Ireland is the critical role of government policy in aligning the three domains of the Productivity Triad: industrial policy initiatives that fail to take account of the interactive dimensions of business organization, production capabilities, and skill formation will likely fail to impact on regional growth. The alignment theme is illustrated with policy proposals on local capability development and global production networks, industry and university partnering, and work organization and business strategies.
Policy Implications
Authors: Best Michael H.
Published: October 2003

A central claim is that technology management is a powerful policy tool for growth of firms, regions, and nations at every level of industrial development. The capabilities perspective focuses policy‐making attention on long‐term strategies and organizational change methodologies in the three interrelated domains of the productivity triad. In the business model domain, priority goes to supporting new firm creation, open networks, and high‐performance work systems (HPWSs). The Asian Miracle economies that have achieved high rates of growth developed a critical mass of enterprises with the production capabilities to adopt, adapt, and diffuse technologies that originated in the most technologically advanced regions. The challenge in the domain of skill formation is to link visible and invisible colleges, administer the R&D infrastructure, and anticipate technology transitions with manpower development programs. Finally, the mutual adjustment feature of the productivity triad calls attention to the role of policy alignment across the three domains.
The Sustainable Growth Challenge
Authors: Best Michael H.
Published: October 2003

The theme of the chapter is that technology management can play a major role in fostering economic growth and a healthy environment. The capabilities and innovation perspective counters the assumption of an environment/growth trade‐off with the principle of design for sustainability. The goal is to design products, processes, materials, and technologies according to the criterion of waste‐free production. The design of product systems, such as energy, transportation, and health, are a consequence of past and present technology R&D choices and corresponding investments in technical education. A technology management policy informed by the environmental principle of design for sustainability would foster R&D in, for example, renewable energy, biodegradable polymers, and recyclability.
Inclusion and Democracy
Authors: Young Iris Marion
Published: October 2003

Theorists of deliberative democracy have not sufficiently attended to the ways that processes of debate and decision making often marginalize individuals and groups not only because of their lesser social and economic power but also because the norms of political discussion are biased against some forms of expression. Democratic theory should include forms of acknowledgement, narrative, rhetoric, and public protest, along with argument, in its account of the normative ideals of political communication. Inclusive democracy involves more than the formal equality of all individuals and groups to enter the political process, but entails taking special measures to compensate for the social and economic inequalities of unjust social structures. Such special measures may require forms of group representation, in order that the particular social perspective of group members gains voice. Residential segregation poses particular problems for inclusive democracy in many societies. Organizing metropolitan governance systems with diverse representation may respond to such problems. In a globalized world, finally, the project of inclusive democracy involves criticizing adherence to nation‐state sovereignty and creating global level democratic institutions.
Social Difference as a Political Resource
Authors: Young Iris Marion
Published: October 2003

Critics of a politics of difference have misidentified these social movements as asserting an identity politics of recognition. Most of these movements are better understood as resisting unjust structural inequalities. Inclusive democratic process involves paying specific attention to group differences in order to transform preferences and maximize social knowledge.
Representation and Social Perspective
Authors: Young Iris Marion
Published: October 2003

Democratic participation and fair representation are not contraries, but rather mutually require one another. In societies with structural injustices that politically marginalize some groups, fairness and inclusion generally require taking special measures to encourage the representation of members of marginalized groups in decision‐making bodies.
Residential Segregation and Regional Democracy
Authors: Young Iris Marion
Published: October 2003

Residential racial and class segregation produce or exacerbate distributive injustice and political exclusion. Integration as the dispersal of a concentrated minority among the majority, however, often has its own harmful consequences. An alternative ideal of differentiated solidarity combines positive affinity grouping with non‐discrimination and regional government that encourages attention to shared problems and inequality.
Self‐Determination and Global Democracy
Authors: Young Iris Marion
Published: October 2003

The scope of issues of justice extends globally on many issues. Governance of global society therefore needs transformed institutions. A vision of global democracy assumes a relational model of self‐determination as non‐domination in the context of inclusive and stronger global institutions.
The Art of the State
Authors: Hood Christopher
Published: October 2003

Why does public management—the art of the state—so often go wrong, producing failure and fiasco instead of public service, and what are the different ways in which control or regulation can be applied to government? Why do we find contradictory recipes for the improvement of public services, and are the forces of modernity set to produce worldwide convergence in ways of organizing government? This study aims to explore such questions, which are central to debates over public management. It combines contemporary and historical experience, and employs grid/group cultural theory as an organizing frame and method of exploration. Using examples from different places and eras, the study seeks to identify the recurring variety of ideas about how to organize public services—and contrary to widespread claims that modernization will bring a new global uniformity, it argues that variety is unlikely to disappear from doctrine and practice in public management. The book has three parts. Part I, Introductory, has three chapters that discuss various aspects of public management. Part II, Classic and Recurring Ideas in Public Management, has four chapters that discuss various ways of doing public management. Part III, Rhetoric, Modernity, and Science in Public Management, has three chapters that discuss the rhetoric, and culture of public management, contemporary public management, and the state of the art of the state.
Public Management: Seven Propositions
Authors: Hood Christopher
Published: October 2003

Discusses three conventional assumptions that are made about public management: that it is in the throes of a millennial transformation to a new style; that today's ‘new’ public management ideas differ sharply from those of earlier eras; and that the favoured doctrines of contemporary public management tend to be dubbed as economic rationalism. Goes on to point out that the book looks at public management from a different perspective, and reduces its arguments to seven related propositions, discussed in the remainder of the chapter that: grid/cultural theory captures most of the variety in both current and historical debates about how to organize public services; application of a cultural‐theory framework can illuminate many of the central analytic questions of public management; if we look across time and space, we can identify ideas about how to organize government and public services that correspond to each of the four polar categories contained in cultural theory; no one of those recipes for good organization has a clear claim to be considered more modern than any of the others and each has in‐built weaknesses; variation in ideas about how to organize in government is not likely to disappear; the dimensions identified by cultural theory enable analysis of organizational variety to be pursued at a range of levels; and the understanding of cultural and organizational variety, within a historical perspective, merits a central place in the study of public management. These seven propositions overlap, and some of them are given more space than others in the book; this chapter concentrates mainly on the first proposition, and aims to introduce grid/group cultural theory in the context of public management, but the other six propositions are also discussed more briefly, as a way of setting the scene for the remainder of the book.
Calamity, Conspiracy, and Chaos in Public Management
Authors: Hood Christopher
Published: October 2003

In Chapters 2–3 of the Introduction, the cultural‐theory framework is used to explore two central problems of public management—the analysis of the characteristic ways in which different forms of organization can collapse and fail (this chapter), and the analysis of the range of forms of control and regulation (in the broadest sense) available in public management (the next chapter); in both cases, an examination through the lens of cultural theory can add an extra dimension or an alternative perspective to the analysis. Aims to show how a cultural‐theory perspective can assist the analysis of public management failure and collapse in two ways. First, such a perspective can help bring out some of the varying and contradictory attitudes towards scandal or catastrophe in public management, in the sense of who to blame or how to put matters right. Second, the four basic organizational ways of life that cultural theory identifies (as introduced in the first chapter) can each be expected to have its own characteristic pattern of in‐built failure. The different sections are Responses to Public‐Management Disasters; Four Types of Failure and Collapse; Private Gain From Public Office; Fiascos Resulting from Excessive Trust in Authority and Expertise; Unresolved Conflict and Internecine Strife; Apathy and Inertia: Lack of Planning, Initiative, and Foresight; and Accounting for Failure in Public Management.
Control and Regulation in Public Management
Authors: Hood Christopher
Published: October 2003

In Chapters 2–3 of the Introduction, the cultural‐theory framework is used to explore two central problems of public management—the analysis of the characteristic ways in which different forms of organization can collapse and fail (the last chapter), and the analysis of the range of forms of control and regulation (in the broadest sense) available in public management (this chapter); in both cases, an examination through the lens of cultural theory can add an extra dimension or an alternative perspective. Aims to build on four important insights by putting them together in a single framework that identifies a set of basic forms of regulation or control linked to a view of what makes different groups cohere. Four generic types of control and regulation in public management are discussed, each of which is loosely linked to one of the polar ways of life identified by cultural theory. The four approaches are bossism (control by oversight); choicism (control by competition); groupism (control by mutuality); and chancism, (control by contrived randomness). Each of these approaches to control and regulation can operate at several different levels of organization: i.e. they can be applied to the ways organizations control their clients, to the way control relationships operate inside organizations, and to the way organizations are themselves controlled by external forces; each is also capable of being linked to a broader view of good government and accountability, these four types will be returned to in Parts II and III of the book.
Doing Public Management the Hierarchist Way
Authors: Hood Christopher
Published: October 2003

In the four chapters of Part II, public management ideas that loosely correspond to each of the four polar world views identified by cultural theory are discussed. Here, the cultural‐theory framework is mixed with a historical perspective to survey recurring approaches to public management that can be loosely characterized as hierarchist (this chapter), individualist (Ch. 5), egalitarian (Ch. 6), and fatalist (Ch. 7). Looks briefly and selectively at four classic hierarchist approaches to public management. Two of them (Confucian public management in classical China and the cameralist tradition of early modern Europe) rarely receive a mention in conventional public‐management books—but those older traditions merit attention from present‐day students of public management, and not just for pietist or antiquarian reasons, for they show some of the different contexts in which hierarchist ideas have flourished, and their fate can help assess the strengths and weaknesses of doing public management the hierarchist way. The other two hierarchist approaches discussed are Progressivism and Fabianism.
Doing Public Management the Individualist Way
Authors: Hood Christopher
Published: October 2003

In the four chapters of Part II, public management ideas that loosely correspond to each of the four polar world views identified by cultural theory are discussed. Here, the cultural theory framework is mixed with a historical perspective to survey recurring approaches to public management that can be loosely characterized as hierarchist (Ch. 4), individualist (this chapter), egalitarian (Ch. 6), and fatalist (Ch. 7). What can loosely be called individualist approaches to public management start from the assumption that the world is populated by rational egoists who are bent on outsmarting one another to get something for nothing—rivalry and competition are central to the individualist view of what the world of public management is and should be like. The individualist bias embodies at least four basic propositions that contradict the underlying assumptions of hierarchism and of the egalitarian bias: first, an individualist bias does not automatically begin with a view of public management from the apex of the state, it rejects the viewpoint of the chancellory or presidential palace and is not disposed to examine public management in the context of power play among states, and instead is more predisposed to start bottom up; second, instead of assuming that the interests of the rulers and those of the ruled can go together in a positive‐sum game, an individualist bias is more likely to start from the assumption that rulers will tend to look after themselves at the expense of the ruled unless the institutions and incentive structures are very carefully engineered; third, instead of assuming that economic development and social order require hands on state administration guided by an enlightened technocratic elite, individualists will tend to assume that markets will ordinarily produce better results than bureaucratic hierarchies; and fourth, instead of assuming people that are only corrupted by evil institutions, individualists will tend to work on what Thomas Carlyle called the ‘pig principle’—the assumption that human beings, from the highest to the lowest, are inherently rational, calculative, opportunistic, and self‐seeking. These four assumptions taken together make a relatively coherent philosophy of institutional design for government; it is the first two assumptions that mainly distinguish the individualist bias in public management from the hierarchist approach considered in the last chapter, and the second two that mainly distinguish it from the egalitarian approach to be considered in the next.
Doing Public Management the Fatalist Way?
Authors: Hood Christopher
Published: October 2003

In the four chapters of Part II, public management ideas that loosely correspond to each of the four polar world views identified by cultural theory are discussed; here the cultural‐theory framework is mixed with a historical perspective to survey recurring approaches to public management that can be loosely characterized as hierarchist (Ch.. 4), individualist (Ch. 5), egalitarian (Ch. 6), and fatalist (this chapter). Starts by asking whether there can be a fatalist approach to public management—cultural theorists have identified fatalism as a viable way of life, but it does not figure prominently in conventional accounts on the provision of public services; Banfield has stated that in fatalist societies (such as Montegrano) public management will be (only) narrowly bureaucratic and statist because only paid officials will be concerned with public affairs, and the citizenry at large will be cynical about the motives of public officials; in spite of this widespread belief, however, there are likely to be few effective checks on public officials in a fatalist society, and Banfield sees fatalism as a social pathology bound to produce social backwardness and stagnation. Cultural theory is ambiguous on whether fatalism can be a viable basis of organization in the sense that a Montegrano‐type society could survive and reproduce itself over time, nor is it clear from the work of cultural theorists exactly what fatalists’ focus on karma amounts to. The last possibility—that fatalism might link to how‐to‐do‐it ideas about organizational design, as distinct from a view of the world as ineluctably ruled by the fickle goddess of fortune—has had little attention: from conventional cultural‐theory accounts, it would seem the most appropriate role, for fatalist social science in public management would be like that of the chorus in classical Greek theatre—and the second section of the chapter examines such a perspective on public management, looking particularly at one influential strain of ‘new institutionalist’ literature, which portrays the functioning of organizations as a highly unpredictable process, involving eclectic decision‐making unavoidably dependent on chance connections. It then moves on to build on the recipe for contrived randomness, and argues that a fatalist perspective can at least in some sense be taken beyond commentary and criticism into a positive prescription for conducting management and designing organizations to operate on the basis of chance.
The Global Consequences of China's Economic Reforms
Authors: Foot Rosemary
Published: October 2003

The purpose of this chapter is to demonstrate how China's economic reform programme of the 1980s led to an opening of the country to new ideas, and to increased interaction with global regimes in all major issue areas. It provides some early sense of the extent to which the global level matters, not only in its ability to influence the internal organization of the state but also in its capacity to shape the image of a particular state held by insiders and outsiders. The intention is not to discuss in detail the global dialogue with China on human rights, but rather to demonstrate the context of China's participation in this complex web of international regimes that characterize contemporary global society, including that of the human rights regime. The different sections of the chapter are: The Rationale for Reform; Transnationalism and the Role of Ideas; Participation in International Regimes; The New Professional Élites; and Conclusion.