The disability self‐direction movement: Considering the benefits and challenges for an Australian response

The following article provides a snapshot of the current self‐direction movement within the disability sector across the industrialised world, with particular emphasis on the Australian context. As a global movement, self‐direction has been in progress for several decades through a variety of implemented responses. Despite implementation variation, all self‐direction models aim to facilitate individual control and decision making in care and support services. We describe self‐direction, its various models and programs, and explore its benefits and challenges. We conclude by making broad recommendations for decision makers involved in self‐direction. In particular, we offer a hierarchical decision tree that can be used to inform policy decisions at a systems – government policy – and organisational level.     

MARKET VENTURES, MORAL LOGICS, AND AMBIGUITY: Crafting a New Organizational Form in Post-Socialist China

How do institutional entrepreneurs craft new organizational forms under unstable conditions, especially when all of the relevant organizational models have serious liabilities in terms of legitimacy? Previous literature argues that emergent organizational models must adopt existing organizational elements in order to solve three problems: (1) gaining access to resources, (2) exploiting previous competencies, and (3) demonstrating legitimacy to salient audiences. Yet, these three distinct needs often require very different organizational elements associated with diverse, contradictory moral logics. This article, which examines the case of for‐profit ventures started by Chinese state organizations in the 1990s, reveals one strategy that entrepreneurs can use to solve this problem—to deliberately increase ambiguity about the organization's central characteristics and its underlying moral logic. This strategy makes it possible for new organizations to solve the problems of resources, competency, and legitimacy by simultaneously adopting (and adapting) contradictory organizational elements.     

Casework Job Design and Client Outcomes in Welfare-to-Work Offices

Differences in performance across different locations of a humanservice program may be driven by client, managerial, organizational,policy, or environmental characteristics. While many of thesefactors are outside the control of local managers, other factorsmay be open to influence by local discretion and may have independenteffects on performance. One issue facing local managers is howto divide job tasks among frontline staff, but little evidenceis available regarding whether job design is related to performance.In this article, I examine the relationships between differentcasework task configurations and welfare-to-work office performance.Controlling for a number of client and office characteristics,I find that clients' average earnings are higher over a two-yearperiod in offices that primarily use unified case managementand in offices with a specialist who develops job opportunities.I find no effects on earnings in offices that use other kindsof specialists and no effects of unified case management orspecialists on welfare benefit receipt in the two-year period.Overall, the findings suggest that local managerial decisionsregarding job design help explain the variation in performanceacross offices and suggest a possible lever through which performancecan be improved.     

The impact of Indian gaming on crime in New Mexico: A research note

The complexity of the relationship between gambling and crime make empirical establishment of a relationship between the two difficult. Focusing on one state, we examine the impact of Indian gaming on crime in New Mexico. Specific crime rates in New Mexico counties with tribal gaming are discussed. Comparisons of the rates of specific crimes are made between New Mexico counties with tribal gaming and those without.