Into the Community: A Comparison of Care Management and Traditional Approaches to Resettlement1

The resettlement of people with learning disabilities (mental handicap) from long-stay hospitals has been under way for a number of years in England. This process has generally been dominated by the exigencies of the available services. A needs-led approach, emphasized in recent community care legislation, in which new services are sought on the basis of the specific requirements of service users, has been used infrequently for this purpose. This paper compares the process of implementing a needs-led care management approach to resettlement with the implementation of a more traditional service-led approach. It also suggests some important lessons for the application of a needs-led approach to hospital resettlement.     

A MODEL OF ETHNIC CONFLICT

We present a model of conflict in which discriminatory government policy or social intolerance is responsive to various forms of ethnic activism, including violence. It is this perceived responsiveness—captured by the probability that the government gives in and accepts a proposed change in ethnic policy—that induces individuals to mobilize, often violently, to support their cause. Yet, mobilization is costly and militants have to be compensated accordingly. The model allows for both financial and human contributions to conflict and allows for a variety of individual attitudes (“radicalism”) towards the cause. The main results concern the effects of within‐group heterogeneity in radicalism and income, as well as the correlation between radicalism and income, in precipitating conflict.     

The Design of Feature‐Limited Demonstration Software: Choosing the Right Features to Include

Today, software supports many important tasks in a variety of industries. In the specialized nature of these environments, a common problem faced by software vendors is to correctly signal the true value of a software product to the end users. For example, telecommunications equipment manufacturers design complex software for important functions like provisioning new users in the network. These software products automate various functions that would otherwise need to be done manually. In order to enable potential customers—telecommunications providers—to evaluate and recognize the full value of the product, equipment vendors often provide a free, feature‐limited version of the product to the customer. As the specific features included in the feature‐limited version influence whether the full product is purchased or not, it is essential that the features included in the feature‐limited version be selected judiciously. While the importance of identifying the best set of features has been well recognized, there has been little research to date that systematically addresses this fundamental business decision. This study fills this gap in the literature by providing an objective approach to the design of demonstration software. We illustrate the benefits of our approach through a case study involving the design of a feature‐limited demo for a wireless telecommunications equipment manufacturer.     

Risk,Ambiguity, and Decision Choice: Some Additional Evidence*

This paper extends prior research by jointly assessing the roles of risk attitude and tolerance for ambiguity in predicting choice. An experiment examined the effects of these variables on decisions made in four different scenarios. The four scenarios (treatment combinations) were generated by manipulating risk and ambiguity into two levels (high and low). The context was defined in terms of a sample size selection problem. The second issue explored was the effect of attitudes toward risk and ambiguity on decision confidence. The results indicate that (1) both risk attitude and ambiguity intolerance determined choice behavior, (2) the roles of these individual attitudes depend on the levels of the two treatment variables of risk and ambiguity, (3) the presence of ambiguity accentuates the perception of risk in individual subjects, and (4) decision makers who are less risk averse, and have more tolerance for ambiguity, display greater confidence in their choice. The paper discusses some of the managerial implications of the results.