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Governing in a polarized age : elections, parties and political representation in America
\"Many political observers have expressed doubts as to whether America's leaders are up to the task of addressing major policy challenges. Yet much of the critical commentary lacks grounding in the systematic analysis of the core institutions of the American political system including elections, representation, and the law-making process. Governing in a Polarized Age brings together more than a dozen leading scholars to provide an in-depth examination of representation and legislative performance. Drawing upon the seminal work of David Mayhew as a point of departure, these essays explore the dynamics of incumbency advantage in today's polarized Congress, asking whether the focus on individual re-election that was the hallmark of Mayhew's ground-breaking book, Congress: The Electoral Connection, remains useful for understanding today's Congress. The essays link the study of elections with close analysis of changes in party organization and with a series of systematic assessments of the quality of legislative performance\"-- Provided by publisher.
Book
Nationalization and the Incumbency Advantage
Legislative scholars have investigated both the growth in the incumbency advantage since the early 1970s and its decline in recent decades, but there are several unanswered questions about this phenomenon. In this paper, we examine the incumbency advantage across a much wider swath of history to better understand its connection with changing levels of electoral nationalization. Based on an analysis of U.S. House elections extending back to the antebellum era, we find that the incumbency advantage fluctuates in predictable ways over time with changes in nationalization, which can be a product of both institutional and political conditions. We also demonstrate that the increased influence of local forces in congressional elections may not be strictly necessary nor sufficient for the existence of an incumbency advantage.
Journal Article
Reference Points and Democratic Backsliding
We propose a theory of democratic backsliding where citizens’ retrospective assessment of an incumbent politician depends on expectations that are endogenous to the incumbent’s behaviour. We show that democratic backsliding can occur even when most citizens and most politicians intrinsically value democracy. By challenging norms of democracy, an incumbent can lower citizens’ expectations; by not doubling down on this challenge, he can then beat this lowered standard. As a result, gradual backsliding can actually enhance an incumbent’s popular support not despite but because of citizens’ opposition to backsliding. This mechanism can only arise when citizens are uncertain enough about incumbents’ preferences (e.g. owing to programmatically weak parties). Mass polarization, instead, can reduce the occurrence of backsliding while simultaneously increasing its severity.
Journal Article
Influence of Perceptions of Owner-Managers towards Undertaking Succession Planning in Family-Owned Construction Firms in Ghana
This article aims to review the literature on succession planning for familyowned construction firms (FOCFs). The purpose is to unearth and contextualize the perceptions of owner-managers towards undertaking succession planning in FOCFs. Multiple sources of data were used to assess the perception of ownermanagers of FOCFs to succession planning. The survey method involving quantitative methodology via questionnaire administration within a crosssectional design was employed. The sample consisted of 142 respondents selected by purposive and snowball sampling. The unit of analysis was FOCFs in Ghana. The obtained information was processed employing selected descriptive statistical methods to obtain findings and conclusions drawn herein. Key findings of the study include the fact that the incumbent has a significant influence on the succession planning process. Positive perceptions of ownermanagers have a significant effect on both the incumbent and the succession planning process. However, lack of trust was found to have a significant negative effect on succession planning. The ranking revealed the top three perceptions of owner-managers to include; owner-managers are afraid of the effects of succession, the size of the family, and have plans to undertake succession at old age. The study recommends a future study into the perceptions of successors towards succession planning because the perceptions of incumbents and successors may differ significantly and a willing successor is a recipe for effective succession planning. The findings are important for practice because successions are initiated, controlled, and driven by the owner-managers. Understanding the perception of owner-managers towards succession planning enables policymakers and the government to design initiatives to encourage and help shape the perceptions of owner-managers of family-owned construction firms. This study helps to advance understanding of the role of perception that determines incumbents‘ attitudes toward succession planning.
Journal Article