Intra-group interactions and inter-group violence: Sikh mobilization during the partition of India in a comparative perspective

Theories of ethnic conflict posit ethnic mobilization by elites as a necessary condition for ethnic war. What is less well understood is why ethnic mobilization succeeds in some instances, but not in others. This article examines this question using a case that is yet to be systematically explored from this perspective: Sikh mobilization during the partition of British India in 1947. During the period February–July 1947, there were two clear instances in which a section of Sikh elites tried to mobilize group members. While the first attempt at mobilization in March failed to elicit sufficient mass participation, the second attempt, in July, was more effective and created the preconditions for the violence that ensued in August. What explains this variation in mobilization outcomes? We contend that this difference can be traced back to key changes in elite strategy from March to July. In March, mobilization failed because the Sikh elites who were committed to the path of violence left the onus of the mobilization on a small group of extremists and mass sentiments, ignoring serious intra-community differences based on class and caste inequalities. By contrast, in July, they emphasized the issue of land dispossession and gave credible indications of their resolve to use violence to defend individual rights to land. These actions produced greater compliance because of the specific capacity of anti-land dispossession politics to blur intra-group social inequalities and heighten inter-group tensions based on land dispossession.     

Horse and cargo handling on Medieval Mediterranean ships

The history of ships and boats is filled out through three forms of evidence: archaeological discoveries, textual sources, and a corpus of artistic images. Art from Venice and Ravenna in north-east Italy and the Topkapi Museum in Instanbul, Turkey, offers keys to understanding several questions of Medieval ship-loading practices in the Mediterranean, including cargo loading, and where the war-horse entered his Crusader's ship.     

The History of the Per Curiam Opinion: Consensus and Individual Expression on the Supreme Court

Readers of Supreme Court opinions have become so accustomed in recent years to the multiple concurrences and dissents that accompany important opinions that it is difficult to recall that this is a relatively recent phenomenon. It is only in the past century that the Court's traditional balance of the institutional and the personal has shifted from an insistence on presenting what Learned Hand termed "monolithic solidarity" to the world. That insistence began with Chief Justice Marshall's determination that the Court should resolve its cases, not seriatim, with each Justice writing separately, but instead in a single, unified opinion. The resulting culture of the Court, one that discouraged both dissenting and concurring opinions as assaults on this unified front, persisted from Marshall's day into the 1930s.3 The Court in the nineteenth and early twentieth centuries thus deliberately submerged the idea of a personal voice in the fiction of a collective voice, one that spoke for the institution rather than for the Justice who served as its designated scribe.     

Trading Speed for Accuracy? Managing Goal Conflict and Accommodation in the U.S. Unemployment Insurance Program

Public managers must often cope with competing and conflicting goals. The common formulation is to assume that managers must trade‐off goals against each other. But is this always true? An alternative hypothesis is that sometimes managers may instead be able to improve outcomes on multiple goals simultaneously—by altering management practices. We test this “trade‐off” notion using a panel of state‐level administrative data from the U.S. unemployment insurance (UI) system from 1997 to 2004 and qualitative interviews from selected states. The trade‐off examined is timeliness of UI benefit payments versus the quality of UI determinations. In general, we find that state administrators often adopt management practices that facilitate improved outcomes for both timeliness and quality, indicating no trade‐off but instead a synergy between outcomes. We also find evidence of a feedback effect linking higher performance on timeliness to better quality determinations.