Su m m ary. This paper uses US Censu s Bureau data from 1990 to iden tify em ploym en t centres in the ® ve cou n ties surrou nding Clevelan d, Oh io. The resu lts indicate the exten t to wh ich the form er dom in an ce of downtow n Clevelan d h as been erod ed by the grow th of suburban em p loym ent cen tres. Location quotien t analysis is used to identify the specialisat ions of each of the em ploym ent cen tres. The resu lts illustrate the exten t to wh ich the changes in urban form identi® ed by research ers exam inin g cities such as Los An geles an d Ch icago have becom e the norm for cities throu ghout th e US .
This paper applies a consistent framework to four comparably sized metropolitan areas to identify and characterize their employment centers. Employment centers are identified as places that exceed a threshold employment density and a threshold employment level. They are also characterized as specializing on the basis of location quotient analysis. We find clear evidence of specialization in every employment center in the four metropolitan areas studied. Our interpretation is that what we are observing is a systematic change in metropolitan structure rather than a random sprawling of firms. We also find some evidence that the size distribution of employment centers follows the rank-size rule. This suggests that there is structure not only in the distribution of economic activity among the employment centers but also in their size distribution. Because less than 50 percent of metropolitan employment is within employment centers, future research should focus on understanding the more diffuse employment patterns. The rank-size rule gives some guidance as to the expected size distribution of employment throughout the metropolitan area.
A popular concern is whether the managers of nonprofit enterprise are accountable. This article considers accountability in the context of three questions. First, how do groups establish a basis on which to hold managers acountable? Second, to whom should a manager be accountable? Third, can a person or group make it important to a manager to act in the best interests of the person or group? These three questions are addressed by the fields of public choice theory, social choice theory, and principal‐agent theory, respectively. A cynical way of summarizing the seminal findings in these areas of research is that public choice theory proves that groups will be unable to form, social choice theory proves that once a group forms, it will be unable to make good decisions, and principal‐agent theory proves that a decision, once reached, is impossible to implement. A more optimistic view is that the problems identified by these research findings contain the seeds of their own solution, and that thereby valuable lessons for nonprofit managers can be adduced.
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