Search results

Part I: Introduction -- Chapter 1. Return Migration and Crises in Non-Western Countries: Introduction - Jungwon Yeo -- Part II: Cases of Return Migration and Crises in Non-Western Countries -- Chapter 2: A Generation of Crisis-Responsive Reintegration in Migration Management: Reflections from the Philippines - Cherry Amor D. Yap & Jeremaiah M. Opiniano -- Chapter 3: Does Environmental Uncertainty Affect the Remigration Intention of Chinese Migrant Workers in the Pandemic? - Ai-xiang Zheng, & Hai-bo Zhang -- Chapter 4: Soft Power Amidst a Crisis: Return Migration and India's Soft- Power in the Persian Gulf - Sabith Khan -- Chapter 5: Reasons for Leaving and Coming Back: Migration Experiences of High Skilled Professionals from Lithuania - Eglė Vaidelytė, Eglė Butkevičienė, & Jolanta Vaičiūnienė -- Chapter 6: Lives on Hold Between the European Union and Ukraine: Ukrainian Migrants' Return Before and After the War - Jungwon Yeo & Olga Pysmenna -- Chapter 7: Family Return Migration from Europe to Turkey in the Time of Crises - Filiz Kunuroglu & Demet Vural Yüzbaşı -- Chapter 8: Crisis, Circular Systems and Return: A Case Study of Morocco - Frances D. Loustau-Williams & Abderrahim Zouggaghi -- Chapter 9: Building a new home: modes of incorporation for 1.5-generation return migrants in Mexico - Mónica Liliana Jacobo-Suárez -- Chapter 10: Venezuelan Migration in Peru: Exploring the Causes for Venezuelans' Return Migration - Maritza Concha & Rasha Mannaa -- Chapter 11: Return Migration and Return Intention in Times of Crisis: Dominican Return during the COVID-19 Pandemic - Carlos Manuel Abaunza -- Part III: Conclusion -- Chapter 12: Return Migration and Crises in Non-Western Countries: Contributions and Lessons Learned - Jungwon Yeo. .

AbstractDespite the growing interest in interorganizational border management, relatively little is known about antecedents that drive such coordination efforts emerging in and around border regions. This case study uses exponential random graph models to test hypotheses about the antecedents of a border management coordination network in El Paso, Texas. The analysis demonstrates that actors tend to build tightly closed relationships through bonding and clustering, while also seeking cross-sectoral partnerships. In addition, actors tend to build ties with public organizations, and with organizations that represent regional interests/issues in the border management context. The research discusses the findings and offers some policy and administrative implications to enhance actor relationships within the border management network.

In this paper, we ask whether principles—relevant institutions, including administrative reform, legal and judicial support, and information and communication technology (ICT)—and principals—ordinary people that are capable, knowledgeable, and willing—can help enhance accountability of street-level bureaucrats (SLBs) by mitigating unwarranted discretionary behaviors. We examined the New York City Police Department by constructing and analyzing a unique dataset drawn from multiple sources and by using the SLB literature to inform our empirical model specification. Fixed effects regression analysis revealed the potential of principles and principals in motivating or reducing police officers' use of force resulting in substantiated civilian complaints. Specifically, proactive policing strategies, exonerated civilian complaint dispositions, court summons following arrests, and ICT are the principles, and a low-poverty population served by police are the principals we found to influence discretionary police behavior.

This article presents a novel theoretical approach that aims to enhance the accountability of street-level bureaucrats. The authors conceptualize changes and reforms in and around the public sector as a smart mechanism that is composed of two key dimensions; a) smart principles (i.e., institutions and technological tools that support citizen participation), and b) smart principals (i.e., citizens who adopt those smart principles in monitoring and evaluating street-level agents' behaviors). Then the authors suggest a theoretical framework that explains how applying the smart mechanism can limit deviant behaviors of street-level bureaucrats and contribute to enhancing street-level accountability.

PurposeThis study aims to examine and understand South Korea's (S. Korea) COVID-19 response operations, a notable case for other countries to emulate, and suggest some practical implications for other countries struggling with coping with the current pandemic.Design/methodology/approachTo examine the case, the authors propose a new theoretical framework based on concepts of the whole community approach in the emergency management field and on co-production in public administration studies, and use the theoretical framework to analyze the details of S. Korea's whole community co-production for COVID-19 response.FindingsThe findings demonstrate that the successful pandemic response in S. Korea is attributable to a nationwide whole community co-production among multiple actors, including government, various industries, sectors, jurisdictions and even individual citizens, within and across relevant public service and public policy domains.Originality/valueThis study suggests a new theoretical framework, whole community co-production, which contributes to the conceptual advancement of co-production in the field of public administration and a whole community approach in the field of emergency and crisis management. The framework also suggests practical implications for other countries to integrate whole community coproduction that may transform current response operations to cope with COVID-19.

ObjectivesThis study explores trends of public attention to natural disasters, emphasizing the importance of public attention for disaster management and its relevance to policy adaptation.MethodsPublic attention was measured as Google Trends' time‐series Search Volume Index (SVI). We compare the trend of SVI for the 2016 Louisiana Flood with SVI trends for other disasters of varying size, scale, and scope within the United States. Then, we compared the trend of relative SVI for the flood with other ongoing social/political events over the same observation period.ResultsPublic attention to the 2016 Louisiana Flood formed and matured relatively faster than other national disasters in the comparison group. However, the flood disaster was not leading public attention at the national level.ConclusionsNot late but less public attention might have affected disaster management operations for 2016 Louisiana Flood. Authors address some practical implications and strategies for rising public attention to natural disasters.