Vibeke Lehmann Nielsen

Quantal treatment of directional effects for energetic charged particles in crystal lattices

Abstract Directional efffects for energetic charged particles in crystals involve scattering by small angles, and were previously found to be largely classical. In the present quantal treatment, the preponderant forward scattering in collisions with atoms allows a time-dependent Schrodinger formulation and a sudden collision approximation. The resulting general scattering formula is shown to contain e.g. both classical mechanics and Born approximation, and includes incoherence phenomena. Solutions are obtained for wave propagation in periodic systems e.g. strings of atoms. A formula is derived for probability of penetration to atomic centres. With exceptions for positons and negatons, particles do not, at any energy, penetrate perceptibly into classically forbidden regions. Interference and incoherence is also treated, but interference becomes weak for positive particles.

Mixed Motives: Economic, Social, and Normative Motivations in Business Compliance

This article develops theoretical understanding of the motives of business firms and their managers for compliance. First, we develop a typology to conceptualize and measure business motives relevant to compliance behavior. We distinguish between three categories of motives: economic, social, and normative. We hypothesize, however, that business firms and their managers do not divide into types motivated exclusively by singular priorities. We expect each firm to hold a constellation of plural motives. Moreover, we expect that economic and social motives are more alike between regulatees within the same regulatory regime than normative motives. Second, we conduct a preliminary test of the plausibility of our typology of motives and our theory of constellations of plural motives using data from a survey of the thousand biggest companies in Australia. Finally, we conclude that the path from fundamental interests or motives to behavior is filled with constraints and contingent factors at the individual, organizational, and structural levels.

Corporate Compliance Systems Could They Make Any Difference

This article critically appraises the potential of corporate compliance systems to influence corporate behavior. The authors differentiate between the adoption of formal compliance management systems and the way compliance is managed in practice in business organizations by reference to scholarly literature and analysis of survey responses from 999 large Australian businesses about their implementation of competition and consumer protection law compliance systems. Their analysis shows that at least some elements of compliance systems can translate into good management of compliance in practice. But management commitment to compliance values, managerial oversight and planning, and organizational resources are just as important.

The Fels Effect: Responsive Regulation and the Impact of Business Opinions of the ACCC

As chair of the Australian Competition and Consumer Commission, Professor Allan Fels blasted his way into popular consciousness by aggressively using the media to promote no- holds-barred enforcement against businesses that breached competition and consumer protection laws. Opinions were sharply divided on the desirability and effectiveness of Allan Fels’ media approach during his chairmanship of the ACCC. This article argues that opinions of the ‘Fels effect’ were based on two opposed, mono-dimensional theories as to how a regulator should behave: one based on conflict and deterrence and the other on cooperation and voluntary compliance. Responsive regulation theory, however, suggests that regulators should be evaluated on multiple dimensions, including whether they are both tough and fair, strategic and sophisticated. This paper reports and analyses survey evidence as to how large businesses do in fact perceive the ACCC across multiple dimensions. We find that Australian businesses may be divided into three groups: those that see the ACCC as threatening; those that see the ACCC as unthreatening; and those that see the ACCC as a professional or responsive regulator. The article goes on to test what impact such differences in opinions have on businesses’ compliance attitudes and compliance management behaviours. Seeing the ACCC as a deterrent threat has some influence on compliance management behaviour. However, when businesses see the ACCC as both strong and fair, this improves both compliance management behaviour and attitudes towards compliance. These findings support responsive regulation theory, but only a minority of businesses in fact saw the ACCC as a responsive regulator.

Public management on the ground: clustering managers based on their behavior

ABSTRACT Public management research has identified a dizzying array of management variables that affect organizational performance. While scholars have learned much by analyzing one or a few specific behavioral dimensions of public management at a time, we argue for the value of a more holistic and inductive approach that uses data on several aspects of public management for identifying manager types. Such an approach accounts for both the cognitive processes of people affected by management and the reality that managers’ individual behavioral decisions are interrelated. We examine the overlap of 21 aspects of public school management behavior using cluster analysis. We identify four different manager types (“firefighters,” “laissez-faire managers,” “administrators,” and “proactive floor managers”), each reflecting a distinct constellation of managerial behaviors. The manager types we call “administrators” and “proactive floor managers” are associated with relatively better outcomes, while “firefighters” are associated with relatively worse outcomes.

Public Management on the Ground: Clustering Managers Based on Their Behavior

Public management research has identified a dizzying array of management variables that affect organizational performance. While scholars have learned much by analyzing one or a few specific behavioral dimensions of public management at a time, we argue for the value of a more holistic and inductive approach that uses data on several aspects of public management for identifying manager types. Such an approach accounts for both the cognitive processes of people affected by management and the reality that managers’ individual behavioral decisions are interrelated. We examine the overlap of 21 aspects of public school management behavior using cluster analysis. We identify four different manager types (“firefighters,�? “laissez-faire managers,�? “administrators,�? and “proactive floor managers�?), each reflecting a distinct constellation of managerial behaviors. The manager types we call “administrators�? and “proactive floor managers�? are associated with relatively better outcomes, while “firefighters�? are associated with relatively worse outcomes.

Manager–Employee Gender Congruence and the Bureaucratic Accountability of Public Service Employees Evidence From Schools

Much theory suggests that manager–employee gender congruence (that manager and employee share the same gender) may influence employee accountability. This article empirically tests this notion by examining how manager–employee gender congruence among public service employees relates to two key aspects of bureaucratic accountability: (a) organizational goal alignment and (b) compliance with organizational rules and regulations. Using school fixed effects on teacher survey data and administrative school data, we find that male teachers with male principals are less aligned with their school’s goals and less compliant with its rules and regulations than are male teachers with female principals.

Do Businesses Take Compliance Seriously

For the last fifteen years the Australian Competition and Consumer Commission (ACCC) has actively encouraged, and sometimes forced, Australian businesses to implement internal competition and consumer protection compliance programs in order to improve compliance amongst a wider range of businesses than can be reached by enforcement action alone. Have Australian businesses implemented the type of internal management systems and controls that the ACCC, industry best practice and research evidence see as desirable for trade practices compliance? This paper presents data from a survey of 999 of the largest Australian businesses on the extent to which they have implemented trade practices compliance systems. These data show that on the whole Australian business implementation of trade practices compliance systems is partial, symbolic and half-hearted. But ACCC enforcement action does improve compliance system implementation.