Underplaying the ‘Okinawa card’: how Japan negotiates its alliance with the United States

The US military bases in the Japanese prefecture of Okinawa have long been a source of domestic political opposition to the US–Japan alliance. As an alliance management issue, the ongoing troubles surrounding the bases raise questions as to when and why states adopt particular bargaining strategies when dealing with allies. Why, for instance, has the Japanese government not made greater use of this ‘Okinawa card’ when negotiating alliance issues with the USA? Even though highlighting particular domestic problems as a part of a negotiating strategy (known as tying hands) should appeal to a weaker ally such as Japan, this article argues that in the Okinawan case the reverse has been true. Japan has generally, though not always, sought to minimise or downplay domestic opposition to its alliance agreements, essentially preferring a cutting-slack to a tying-hands approach. The Japanese experience suggests that when states which are directly dependent on an alliance for their security see their security environment as unstable, they view tying-hands strategies as too likely to undermine their bargaining credibility. Maintaining credibility is important in an alliance bargaining context because it is a way for such states to signal their commitment to an alliance and so guard against abandonment.     

The Role of Decision Support in the Implementation of “Sustainable Transport” Plans

Improved decision support is deemed essential for the planning and implementation of sustainable transport solutions, but limited evidence exists that decision-relevant information is effectively used for these purposes. This paper applies a framework inspired by research in “knowledge utilization” to examine to what extent various kinds of decision support are used and have become influential in three different planning situations—a local cycle plan in Copenhagen, the Stockholm congestion charging trial and the UK national transport strategy. The results reveal the extensive use of decision support but also the difficulty of unpicking its exact role in each case. Stockholm presented the most successful case, with a mix of academic and experience-based knowledge inputs facilitating understanding and acceptance. The cycle plan example revealed very limited influence of cycling design guidance. The UK national transport strategy fell somewhere in between with evidence of assessment and monitoring of the plans being well bedded in the culture of the organizations involved, but less supportive of sustainability objectives. While decision support and monitoring are clearly relevant, they provide no guarantee for the implementation of sustainable transport solutions.