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In this article we study the reciprocal relationship, the coevolution, between different forms of trust and control. We conduct comparative case study of two spatial planning projects in The Netherlands. We find that trust and control are related through contingent causation, resulting in divergent paths of coevolution. Our research shows that not only - and often stated in other research - that informal control can contribute to trust, but also formal control can lead to increasing trust. The coevolution of trust and control depends on the specific initial situation in which the relationship between trust and control unfolds.

The District of Columbia is a quarter of a century into an experiment with neighborhood-based elected governance. Thirty-seven Advisory Neighborhood Commissions blanket the 10-mile-square city, conducting all manner of review, critique, and advocacy functions on a wide range of city services and policies. The author, an elected Commissioner himself for five years, describes the history and shares his views about the scheme.

ABSTRACT:Rapidly growing industrial towns in the late eighteenth and early nineteenth centuries often had to find new ways of ensuring that their populations were supplied with the necessities of life. This was likely to involve a significant role for public markets. These might be controlled by the town's governing body or might be in private hands. Macclesfield, Stockport and Birkenhead all grew rapidly in this period, but each had very different forms of governance. The article explores the impact of town governance on the town markets, and on the evolution of retailing more generally in each place.

The development of political and economic policies has driven the structure of industry to produce enormous transformations of the political structure in Taiwan. This paper concentrates on foreign policy areas, to demonstrate the long-term dominant influence of structural and institutional constraints upon the state in Taiwan. The analysis concentrates on discussing the interactive structure of the reciprocal penetration between the state and pressure groups, using secondary public and private documents. The investigation shows that the state did not become powerless from the challenges of pressure groups and globalization, but simply generated strategic selectivity and coordination. The investigation of macro from secondary data afford an insight into the different factors involved in shifting the political structure of Taiwan. In addition, we find that the empowering pressure groups also had some resources that the party-state needed. By virtue of spatial interactions, key actors in the governance structure were able to restructuralize the political structure from the earlier Authoritarian regime to the present system of State-corporatism.

The purpose of this article is to provide a more comprehensive principal–agent theory of nonprofit organizations by combining agency theory with aspects of stakeholder theory, stewardship theory, and empirical literature on the governance and management of nonprofit organizations. First, the use of a stakeholder perspective allows us to identify the principals of a nonprofit organization and to divide nonprofit principal–agent relationships into different categories. Next, we discuss the assumptions and prescriptions of agency theory and stewardship theory and suggest that a complementary use of these theories can contribute to the research of principal–agent relationships. By discussing empirical literature from a stewardship–agency perspective, we are able to address issues of nonprofit accountability. We conclude by giving suggestions for further research and by stressing the importance of a recruitment policy to avoid internal agency problems.