35 research outputs found
DIPLOMACIA E POLĂTICA DOMĂSTICA: A LĂGICA DOS JOGOS DE DOIS NĂVEIS
A polĂtica domĂ©stica e as relaçÔes internacionais com freqĂŒĂȘncia sĂŁo inextricavelmente vinculadas; todavia,as teorias existentes (particularmente as estatocĂȘntricas) nĂŁo levam adequadamente em consideraçÔestais vĂnculos. Quando os lĂderes nacionais devem obter as ratificaçÔes (formais ou informais) dos membrosde seus parlamentos para um acordo internacional, seus comportamentos em negociaçÔes refletem os imperativossimultĂąneos tanto de um jogo de polĂtica domĂ©stica quanto de um jogo de polĂtica internacional.Usando exemplos de cĂșpulas econĂŽmicas ocidentais, das negociaçÔes do Canal do PanamĂĄ e do Tratado deVersalhes, dos programas de estabilização do Fundo MonetĂĄrio Internacional, da Comunidade EuropĂ©ia ede muitos outros contextos diplomĂĄticos, o artigo oferece uma teoria da ratificação. Ele enfatiza o papel daspreferĂȘncias, coalizĂ”es, instituiçÔes e prĂĄticas domĂ©sticas, das estratĂ©gias e tĂĄticas dos negociadores, daincerteza, das reverberaçÔes domĂ©sticas das pressĂ”es externas e o papel dos interesses do negociador-chefe.Essa teoria de âjogos de dois nĂveisâ tambĂ©m pode ser aplicĂĄvel a muitos outros fenĂŽmenos polĂticos, taiscomo a dependĂȘncia, os comitĂȘs legislativos e as coalizĂ”es multipartidĂĄrias
How Stable are Monetary Models of the Dollar-Euro Exchange Rate? A Time-Varying Coefficient Approach
What is performance measurement for? Multiple uses of performance information within organizations
Recent research in performance measurement has focused on the tension between two uses of performance information: âpassiveâ, to ensure compliance, and âpurposefulâ, to improve services. This article presents an in-depth study of two public sector organizations in England and shows that the main tension may actually lie between a combined purposeful and passive use, and an exclusively passive one. This tension was most pronounced between organizational levels, where a combined use was dominant among senior managers, and an exclusively passive one was prevalent among middle managers and frontline staff. This split was not intentional â instead, it reflected how people interpreted the role of performance measurement, suggesting that simply promoting greater use of information may not be sufficient for linking measurement with service improvement. This study extends the theoretical understanding of the dynamics of performance information use in organizations and generates implications for using performance measurement to improve service deliver