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Copyright of Canadian Public Administration is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper summarizes some of the effects of different compressed shift schedules—one entailing four 12-hour days and one having four 10-hour days—in two police organizations. The goal is to investigate whether a compressed shift schedule can be designed to achieve a better balance between work and non-work by changing the starting and quitting times, the number of hours worked, the frequency and number of rotations, the number of days worked, and the number of weekends off. [ABSTRACT FROM AUTHOR]

Copyright of Canadian Public Administration is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper examines the role of the police as news sources in Canada. Analysis focuses on the ways in which the police patrol the regions of their organization to which journalists can have access, and on the forms of enclosure they effect over knowledge about their activities. The analysis builds upon theoretical foundations laid by Goffman and Giddens regarding privacy and revelation, illustrating that their social psychological formulations can be extended to the organizational and sociological levels. A typology is developed to distinguish police practices in back region enclosure (secrecy), back region disclosure (confidence), front region enclosure (censorship), and front region disclosure (publicity). Journalists' efforts to overcome the spatial, social and cultural barriers erected by the police are delineated. Consideration is given to the ways in which journalists police the police: how news texts 'play back' into the police organization and affect relations and practices there, including renewed efforts to patrol the facts. The process is shown to be equivocal and problematic, respecting the fact that information is the most difficult thing to guard because it can be taken without leaving its place. [ABSTRACT FROM AUTHOR]

Copyright of Canadian Public Administration is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Canadian Public Administration is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study compared the influence of organizations' relationships to the institutional versus task environment on organizational performance in the Canadian construction industry. This industry is characterized by both intense institutional regulation and strong market competition. Regulatory stringency and resource stringency were proposed as key determinants of the relative importance of institutional versus task environment relations in predicting organizational profitability and productivity. Results favoured the contribution of task environment relations to organizational success in support of an economic or strategic perspective on organizations. However, under highly stringent conditions, institutional relations were shown to be associated significantly with performance, suggesting that future research needs to consider both institutional and task environment effects on organizational performance and success. [ABSTRACT FROM AUTHOR]