Sectarian terrorism in Pakistan: Causes,impact and remedies

Although terrorism has been widely studied for its impact and potential determinants in Pakistan, the answer to the policy question regarding the role of external factors in influencing specifically the sectarian terrorism is not empirically well researched. The study, particularly, analyses the role of Pakistan’s regional foreign policy towards neighbouring India, Afghan wars, and the relations with bi-polar fundamental Muslim Block, the Kingdom of Saudi Arabia (KSA) and Iran, on sectarian (religious) terrorist incidents for the period 1973–2017. The findings suggest that economic cooperation with India which drive peace-making relations increases the sectarian terrorism. Both the bilateral loans disbursed by the KSA and trade relations with Iran, significantly increase the chances of sectarian terrorism in Pakistan by activating extremist (proxy) groups. However, the Afghan Wars that call for Pak-US strategic partnership helps Pakistan to control the religious terrorism.     

The cross-impact between financial markets,Covid-19 pandemic,and economic sanctions: The case of Iran

The main financial markets in the Iranian Economy include the stock exchange, foreign exchange, oil, and gold markets. The sharp fluctuations in these markets, especially those caused by the severe sanctions imposed on Iran in May 2018, and the pandemic outbreak of Covid-19 have led to more confusion and uncertainty among investors. One of the effective approaches to examine such unstable conditions is to study the co-movement(s) between markets to identify the leading variable(s). Thus, in the present study, Wavelet Coherence Analysis was applied to examine the co-movements between markets in a time period from September 2014 to June 2020, as an intense period of uncertainty in Iran. In other words, in this study, the markets were investigated in different sub-periods. Also, the Segmented Regression was performed to estimate the impact of sanctions and the Covid-19 pandemic on the co-movements of financial markets in Iran.The results showed that the oil price had a low co-movement with the other three markets, i.e. stock exchange, exchange rate, and gold markets. Thus, the oil market can be a suitable alternative for risk aversion investors. Meanwhile, the oil market could also act as a source of finance for the government during the sanctions period. That possibly explains the recent decision by the Iranian government to use the oil market to finance its budget deficit. Between the exchange rate and gold price, the gold price was identified as the leading variable. While the exchange rate and gold price did not show a significant co-movement in stable conditions, they did show a significant co-movement in unstable conditions, as in times of sanctions or during a global pandemic and thus influenced the investors’ portfolio risk. This result is important from a policy-making perspective. Based on this result, the policymakers can, especially during crises and unstable conditions, control the gold market and make it more stable by managing the foreign exchange market.     

Hurricane Katrina, the Crisis of Leadership, and Chaos Management: Time for Trying the ‘Surprise Management Theory in Action’

Four years have gone by since the historic Hurricane Katrina hit and drowned the city of New Orleans and caused a massive crisis of, and a global case of grand failure in, governance, leadership, and public management. Advancing on an earlier work published in Public Administration Review (Farazmand 2007), in which a global case of grand failure was established with several lessons drawn for future crisis management, this article argues further for developing and applying a theory of ‘surprise management’ to manage future crises and chaotic situations. Crises are borne out of natural and human made disasters, catastrophes, revolutions, and rapidly changing emergencies. Surprise management is the best approach to managing or coping with crises and crisis driven emergencies.     

Conclusion: Can We Go Home? Roads Taken, Targets Met, and Lessons Learned on Governance and Organizational Eclecticism in the Public Arena

Organizational eclecticism has characterized much of policy and administrative choices in public governance in the last three decades. This concluding article addresses this phenomenon and argues that roads have been taken, targets have been met, and many lessons have been learned in organizing and managing public sector governance, as the articles in this Symposium demonstrate. In the process, experiments have been conducted, some with success, while others with failure, leading to a proliferation of eclectic choices, many unsuited for organizational effectiveness but beneficial to powerful interest groups and politicians, all at the expense of alternative organizational choices and broad-based public interests. Three broad theoretical models/periods are examined, the proliferation of public sector organizational eclecticism is analyzed, and options are suggested concerning alternative organizational choices, resulting in the question: can we go home now?     

Governance,religious assurance and Islamic banks: Do Shariah boards effectively serve?

This study examines the quality of governance and religious assurance provided by Shariah boards (SBs) when undertaking the crucial compliance review required in fulfilling the expected ethical and social legitimacy of Islamic banks. To better understand the complex behavioural processes, we explore the governance role of SBs and assess issues related to competence, effectiveness and independence in the light of the newly adopted 2011 Malaysian Shariah Governance Framework (SGF). A series of semi-structured interviews were undertaken with key individuals in two well-established fully-fledged Malaysian Islamic banks. Our findings reveal that the newly implemented SGF has generally brought about some of the benefits hoped for by its regulatory architects. We find the quality of religious assurance to have been enhanced due to the emphasis placed on religious audit giving rise to improved credibility. However, we report the compliance review process to be inadequately undertaken with SBs still excessively reliant on internal officers implying possible independence compromise. We highlight concerns relating to (1) the general level of competency of individual SB members; (2) lack of technical banking and finance knowledge; and (3) SB members generally fulfilling a ceremonial role rather than undertaking vigilant monitoring. Our findings lead us to question the full impact of the new 2011 SGF and query the value and effectiveness of SBs. We make the call for the establishment of external religious auditors to render compliance assurance which could provide the much-needed impetus to improve governance and increase market and stakeholder confidence.     

Promoting Public Trust in Public Organizations: Explaining the Role of Public Accountability

This paper is aimed at explaining the role of public accountability in promoting public trust in public organizations. Initially a conceptual model was developed. Then, the model was tested empirically in Iran. The result shows that public accountability influences the public trust by improving citizens’ satisfaction. In other words, legal, ethical, financial, functional, and utmost political accountability affect public trust through influencing citizens’ satisfaction. This study also confirms that changes in social trust, citizens’ trust in government, and media will moderate trust in public organizations.

Vacation Leave,Work Hours,and Wages: New Evidence from Linked Employer–Employee Data

This paper provides new evidence on the determinants of vacation leave and its relationship to hours worked and hourly wages by examining the case of Canada. Previous studies from the USA, using individual‐level data, have revealed that annual work hours fall by around 53 hours for each additional week of vacation used. Exploiting a linked employer–employee dataset that allows to control for detailed observed demographic, job, and firm characteristics, we find instead that annual hours of work fall by only 29 hours for each additional week of vacation used. Our findings support the hypothesis that pressure at work may lead employees to use more vacation days but also causes them to work for longer hours.