A long-standing debate persists regarding how social capital relates to diversity and inequality in the American states. Putnam argues social capital leads to greater equality and tolerance; however, others find that it increases racial inequality. We build on Soss, Fording, and Schram’s Racial Classification Model (RCM) and theorize that social capital enhances social trust and empathy in homogeneous contexts and favors paternalistic and punitive social controls in diverse contexts. We test this using the case of immigration and welfare generosity following the Personal Responsibility and Work Opportunity Reconciliation Act (PRWORA) of 1996. Using state-level data from 1997 to 2009, we find that under conditions of low immigration, social capital is associated with increased social trust and empathy; however, as immigration increases, social capital pivots toward favoring mechanisms of social control. Specifically, social capital increases Temporary Assistance for Needy Families (TANF) cash benefit levels, but only when immigration levels are low. In high-immigration contexts, social capital is associated with decreased welfare generosity.
What is the link between administrative capacity and wicked problems? Previous literature links capacity to standardized performance outputs, but little is known on the link between capacity and highly complex policy settings. This study examines health outcomes of the opioid crisis—a wicked problem with interdependencies across different drugs with multiple legal and illegal pathways for abuse and dependence. If capacity matters for wicked problems, administrative action should decompose the larger wicked problem into smaller, more achievable solutions. The findings suggest that administrative capacity may allow public organizations to simultaneously manage drug outcomes across the legal and illegal market.
Diversity management has received considerable attention in public management research. Most existing research, however, analyses the effects rather than the determinants of diversity management. Using panel data on American hospitals from 2008 to 2011, we probe how market competition, inter‐organizational collaboration and clientele diversity affect diversity management adoption. We find that all three environmental factors increase diversity management adoption. Hospitals in competitive markets are more likely to adopt diversity management strategies when they engage in extensive service collaboration and serve a diverse population. Monopolies in less collaborative environments lag behind in adopting diversity management, especially when they serve ethnically homogenous populations. Our findings broaden understandings about what drives diversity management practices and add to the literature on the external contingency of managerial practice.
Although demographic diversity has been of paramount concern to researchers and practitioners in public management, studies exploring managerial strategies to capitalize on and respond to the needs of diverse client populations are scarce. This article examines strategies for managing diversity as a way to buffer environmental challenges in service delivery and performance resulting from heterogeneous client demands. Findings suggest that administrators prioritize diversity efforts when faced with higher levels of regulatory violations (a performance measure). A higher percentage of black residents is associated with lower service quality. However, the effect of managerial strategies for diversity on performance is conditioned by the racial composition of the clients: as the percentage of black nursing home residents increases, diversity management efforts are associated with a lower number of regulatory violations. Similarly, at higher levels of racial heterogeneity, diversity management efforts are associated with fewer regulatory violations.
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