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AbstractSociological research on high school dropouts is largely concerned with who drops out of school and why. Research on the consequences of dropping out is less common. There are clear theoretical reasons to expect dropping out to have a direct and negative effect on life outcomes; however, empirically evaluating these theories is difficult because students who drop out are different from high school graduates in meaningful and complex ways. In this article, I first provide a brief review of sociological research on high school dropouts, emphasizing the demographics of dropouts and reasons for dropping out. I then discuss the possible role of human capital differences, signaling theory, and social closure in creating worse outcomes for high school dropouts and outline the empirical challenges to researching the effects of dropping out. I conclude by discussing avenues for future research and important unanswered questions about the consequences of dropping out.

The depicted semi-permanent structures, made from natural wood and scavenged materials, are home to an increasing population of young and not-so-young men and women. These particular dwellings are situated in the River Avon Valley in North East Somerset, on private land between the river, railway line and canal. Without planning permission and consent, these dwellings are a stone's throw from the circuits of capitalist economy – the Georgian splendor and affluence of the City of Bath, a World Heritage Site. They serve as very vulnerable shelters for those with no means of support, who are often blighted by health problems, drug and alcohol dependence, and mental illness.

This collection addresses the issue of why it so often proves difficult to foster innovation in public management. Specifically, it focuses its attention on why reform efforts encounter so frequently intractable obstacles stemming from the erosion of the mutual regard among political executives and career officials for the integrity of each others' respective competences in the devising of policies and the crafting and implementation of decisions based upon these.

This collection addresses the issue of why it so often proves difficult to foster innovation in public management. Specifically, it focuses its attention on why reform efforts encounter so frequently intractable obstacles stemming from the erosion of the mutual regard among political executives and career officials for the integrity of each others' respective competences in the devising of policies and the crafting and implementation of decisions based upon these. Adapted from the source document.

Attending to the context of the enduring Protestant Ethic, Romanticism, & modern capitalism's consumption requirements, the chapter considers the manner & degree to which modern consumer conduct could be regarded as engaging morality & ethics. Questioned in the process is the traditional view that production is virtuous & consumption venal. Insofar as these comments engage "the market," this is presented as a social context in which individuals assume the part of consumers. K. Coddon

Since 1994, the United States Air Force has undertaken two major reviews of its long–range corporate strategy. Both exercises stretched very substantially beyond the previous horizons for such reviews. Through visioning forward as far as 30 years, the Air Force leadership sought to quicken support for substantial reassessments of core programmatic commitments. The availability of two iterations of strategic visioning of this sort affords a rare opportunity to track the effects of an innovative approach to planning under different leaders, institutional approaches, and circumstances. Along the way, the analysis uncovers a number of important issues that might find applicability to other government organizations, whether in the United States or elsewhere.

Assesses degree to which the commitment to corporate strategic planning fostered by General Ronald Fogleman in 1996 that resulted in a bold vision document aiming to the year 2020 has become institutionalized, by examining the 1999 process led by General Michael Ryan to adjust the 1996 vision to incorporate changes in the service's circumstances.

During the mid‐ to late 1980s, the Labor government in Australia under Prime Minister Bob Hawke distinguished itself by achieving a balance in its budgeting and management approaches. This allowed for focusing on inputs, outputs, and outcomes in tandem. The approach differed considerably from that pursued in New Zealand. There, an overemphasis on outputs introduced serious distortions to the relations between ministers and officials, which reformers in Wellington have subsequently taken strides toward correcting.As often happens with reform movements, the Australian process reached a plateau by the early to mid‐1990s. Broadly, officials welcomed a change of government in 1996 with the expectation that the coalition under Prime Minister John Howard would give new impetus to innovative public management. Ironically, this coalition addressed the issues surrounding budgeting and management reform through an unreconstructed 1980s lens, highlighting outputs at the expense of balanced emphasis of inputs and outcomes as well. As suggested by the Labor government's success in the 1980s and the adjustments attempted by New Zealand governments in the 1990s, collective dynamics among and between members of cabinet and officials, respectively, are key to a balanced approach. These dynamics foster a sense of trusteeship whereby participants see that inputs, outputs, and outcomes form part of a seamless web centered on public interest. The analysis of the Coalition's performance so far suggests thhat its efforts at reform have proven retrogressive when evaluated by this standard.