Punishing not-for-profit: Implications of nonprofit privatization in juvenile punishment

While a lively debate rages over the role of the private sector in the administration of punishment, this debate focuses nearly exclusively on for profit corporations, excluding the role that nonprofit organizations play. A study of the famous Massachusetts experiment in juvenile decarceration (in the early 1970s) and its aftermath provides information about how the nonprofit sector operates in juvenile justice. This information allows for an analysis of how reform rhetoric, and specifically the idealized concepts of 'community-based' and 'nonprofit', works in practice. 'Community' remains an undertheorized notion in criminology, and community-based treatment in Massachusetts often clones the disciplinary regimes of secure custody rather than play setting to less coercive forms of control that then link up informal with formal modes of social control. 'Nonprofit' evokes a number of positive images. However, the nonprofit contractors to the Massachusetts juvenile justice system behave in more complicated ways, displaying some characteristics in common with the for profit sector and some in common with the state bureaucracy. All of these qualities combine to create a unique dynamic of nonprofits, which I describe as 'entrepreneurial bureaucracy

From Leadership to Citizenship Behavior in Public Organizations: When Values Matter

After decades of management reforms in the public sector, questions on the impact of leader-ship behavior in public organizations have been attracting increasing attention. This paper investigates the relationship between transformational leadership behavior and organizational citizenship behavior as one major extra-role outcome of transformational leadership. Refer-ring to a growing body of research that shows the importance of public service values and employee identification in public administration research, we include public service motiva-tion and organizational goal clarification as mediating variables in our analysis. Structural equation modeling is applied as the method of analysis for a sample of 569 public managers at the local level of Switzerland. The findings of our study support the assumed indirect relation-ship between leadership and employee behavior and emphasize the relevance of public ser-vice values when analyzing leadership behavior in public sector organizations