Hemeroteca

1. Abstract. 2. Introduction. 3. Literature review.4. Group types. 5. The political process model. 6. Data andmethods. 7. Findings and discussion. 8. Conclusion.

1. Abstract. 2. The federal reserve board: how independent? 3. The Presidents influence and his partisan preference. 4. Theory and hypothesis. 5. Data and measurement. 6. Results. 7. Discussion. 8 Acknowledgement. 9. Endnotes. 10. References

1. Past Studies. 2. An integrated model. 3.Components of the model. 4. Organizational characteristics.5. Decision makers' characteristics. 6. Characteristics ofinformation. 7. Structural linkages of the model. 8.Demographic factors. 9. Organizational characteristics. 10.Decision makers' characteristics. 11. Characteristics ofinformation. 12. Study design and methodology. 13. Findings.14. Demographic characteristics. 15. Organizationalcharacteristics. 16. Decision makers'characteristics. 17.Characteristics of information. 18. Discussion. 19.Conclusion.

1. The lure of sports policy. 2. Stadium projects as economic development solution sets. 3. Policy communities and urban political economy. 4. Uncovering sports politics. 5. Public sector actors. 6. Who says what about sports stadiums. 7. Discussion. 8. Conclusion. 9. Appendix 1: Types of statements quoted in newspapers. 10. Endnotes. 11. References.

1. Introduction. 2. The risks of paradigmaticpolicy change. 3. The fiduciary relationship betweenpoliticians and their advisors. 4. The traditional reactiverole of the New Zealand Treasury. 5. The political risks toparadigmatic policy change. 6. Explaining the puzzlingradicalism of recent policy reform. 7. The four stages ofparadigmatic policy change. 8. The reinvention of the NewZealand Treasury. 9. Collective policy leadership in NewZealand. 10. Some implementation puzzles. 11. The initialdeployment of "enemy" forces. 12. The emergence ofreactionary and pragmatist leadership networks. 13. Publiclyinterested reasons for policy commitments. 14. Puzzlingthrough the rhetoric of paradigmatic policy change. 15.Leadership as a dissonance reduction mechanism. 16.Hirschman's rhetorical schema. 17. Dissonance and thepatterns of rhetoric. 18. Conclusion.

1. Introduction. 2. Environmental policy and the(de)centralization debate. a) Environmental Managementthrough Embedded Autonomy. 3. State-societal relations andendangered species in the redwoods. a) Methodology. b)National Politics and the Headwaters Forest. 4. Industrialtimber and regulatory bureaucracies. a) Maxxam-PacificLumber Company. b) Simpson Timber Company. 5. Emerging localpolitical forces. a) Non-industrial private property rightsadvocates. b) Watershed Defense Organizations. 6.Conclusions.

1. The ad hoc current system of financing. 2.Constraints on UN Reform. 3. Incremental change financingproposals. 4. International taxes. 5. New programs. 6.Conclusion.

SUAMRIO: 1. The growing international activities of the American states. a) Trade and economic development. b) State economic promotion in other functional areas. c) Factors promoting and inhibiting state international activities. d) State policy and the dynamics of globalization. 2. The growing impact of globalization upon city policies. a) Sources of expanding global-local connections. b) Strategies and approaches. c) Some recent innovations. d) Charlotte and the world: The mayor's international cabinet. 3. Local regimes: Does globalization challenge the "growth machine"?. a) Local regimes and the benefits of growth. b) Globalization: Is there a push towards a more progressive corporate regime?. c) Conclusion. 4. Globalization's impact on state and local policy: The rise of regional cluster-based economic development strategies. a) Assumption of the new approach. b) The theoretical base: Schumpeter's concept of economic development. c) Implications for state-local development strategies: Regional cluster-based development. d) Regional cluster-based development: A Cleveland case study. e) Human capital development. f) More direct government services to business. g) Conclusion. 5. Moving into global competition: A case study of Alabama's recruitment or Mercedes-Benz. a) Changing strategies. b) The big prize. c) From victory to public relations nightmare. d) Revising the deal. e) Conclusion. 6. Exporting American economic development practice to Russia. a) Failures in U.S. market logic. b) Leadership failure. c) Lessons for U.S. economic development policy. d) Conclusion.

1. Efficiency conditios and allocation mechanisms.2. No change, or the wrong kind. The Edwards aquiferbattles. 3. Increasing the political feasibility of anefficient strategy. 4. Summary and concluding remarks.

1. Introduction. 2. Highway Intermodal freight transportation planning. 3. Factors affecting highway freight transportation planning. 4. Freight intermodal initiatives. 5. Highway freight intermodal at the millennium. 6. Conclusion. 7. References. 8. Appendix