Centralized Hierarchy Research Articles

Earliest ceramic drainage system and the formation of hydro-sociality in monsoonal East Asia

AbstractThe earliest ceramic drainage system unearthed at the Pingliangtai site on the Central Plains of China represents an unprecedented social and environmental manipulation as societies faced surging environmental crises in the Late Holocene East Asian Monsoon region. Here we present results of excavation and a geoarchaeological survey of the water-management infrastructures and environment which reveal the operation and maintenance of a well-planned and regulated two-tiered drainage system. Rather than a ‘centralized hierarchy’, the drainage activities were mainly practised at household and communal levels, through which Pingliangtai society was drawn to more pragmatic aspects of social governance. Through their emphasis on spatial uniformity, cooperation in public affairs, and a series of technological innovations, water management at Pingliangtai gravitated to collective shared interest as the society responded to recurrent environmental contingencies. Such a pragmatic focus on public affairs constituted a previously unrecognized, alternative pathway to the development of power structure and social governance on the Central Plains regimes in late Neolithic and later times.

What explains the resilience of Muslim Brotherhood movements? An analysis of Hamas’ organizing strategies

ABSTRACT This article attempts to define a comprehensive organizational approach to explain the resilience of Muslim Brotherhood movements such as Hamas. Scholarship highlights the importance of ideological and religious identity, personalistic loyalty, informal interaction, and the provision of social services for the popularity of these movements. This article examines, in turn, how these mobilizing elements are constructed and translated into organizational practices within three organizing bodies of action: first, the Dacwa Apparatus, which crystallizes a professional centralized hierarchy that runs all activities. Second, the Families of the Dacwa, which educate and train activists internally. Third, the Family of the Mosque which represents the instance through which these qualified activists externally mobilize the public in their local communities. Grasping the interaction between internal and external forms of organized mobilization is vital to understand Hamas’s cohesion, resilience in the face of repression and continuous public outreach in a highly volatile environment.

The Shining Path of Peru: An Organizational Theory for Conflict

Violent political insurgencies display resilient structures that allow their growth and success. They must provide incentives to avoid internal rent-seeking among the members and, at the same time, discourage coalitions from undermining the direction and control of the insurgency. I study how insurgencies’ response to these trade-offs determines their political and military structures. A vertical and centralized hierarchy will prevail to minimize monitoring costs. However, a horizontal hierarchy will emerge within the insurgency to cede part of the insurgency surplus to solve their collective action problems and effectively coordinate violence. The evidence rests on the analysis of the Shining Path, the most radical face of the Communist revolution in the Western Hemisphere and a pioneer organization for the most recent insurgencies. I argue that the variation of this internal hierarchy played a significant role in its dramatic growth from a small group of students to a lethal terrorist organization with international outreach.

Bonbu and Bangmyeon: The Lineage Principle in Daesoon Jinrihoe

Park Wudang formally registered Daesoon Jinrihoe in 1969. While it shares ideas and history with other Jeungsanist groups, this paper argues that its organizational profile is unique. The two major institutional structures, the bonbu (headquarters) and the bangmyeon (branch) have together created space for the rapid development of this Korean new religion. The bonbu is a centralized hierarchy, while the bangmyeon exhibits the strong loyalty and cohesiveness of the clan. Running throughout both structural forms is the lineage concept, which is conceived here as an articulating paradigm able to operate in different organizational forms. This finely-balanced institutional structure makes a major contribution to Daesoon Jinrihoe’s ability to fulfill its religious mission. The first side of this balance is the headquarters, which includes the core organization based in Yeoju as well as some outside temples and training centers. All of these were established under the direction of the Lord of Principle, the Dojeon, Park Wudang. Park Wudang also fixed the Dao Constitution, the Doheon, which serves as a blueprint for governance. From the Central Council to the various institutions for propagation, guidance, and auditing, current management practices conform closely to Park Wudang’s organization vision. The second aspect of Daesoon Jinrihoe’s organization is the branch structure. The larger branches, such as Yeongwol and Geumreung, are complex organizations in their own rights. The paper concludes by characterizing the two major axes of headquarters and branch as organizational types. Using Robert Quinn and Kim Cameron’s institutional typology, the paper concludes that the bonbu is a classic centralized hierarchy with its focus on efficiency. The bangmyeon, in contrast, with its high level of group identity and spirit, comes approximates the clan institutional structure.

Deliberative Democracy in the Context of Town Meetings in Seventeenth-Century New England

From Alexis de Tocqueville onward, the seventeenth-century New England town has been associated with political and social practices that nurtured the making of a “democratic” society. Myth or reality? And where does the religion of the English people who founded the New England colonies figure in this story? A close examination of town and church records—which Tocqueville was unable to accomplish—reveals a powerful commitment to the core values of transparency, equity (fairness and justice), and broad participation. The “Congregational” system of church government transferred authority from any centralized hierarchy to the laymen of each local congregation. Similarly, the central governments in the colonies gave generous allocations of land to groups of immigrants, empowering them to set up self-governing towns. A crucial question for these towns was deciding how to distribute this land; another, was who could share in the decision-making. No formal or explicit “democratic” ideology accompanied the making of this civic culture, but in the context of the seventeenth century, the outcome was something unusually akin to a democratic society

Spatial Agglomeration and Performance of Main Innovative Actors in a Metropolitan Area

Innovative actors have been studied in both triple helix and quintuple helix framework. Their functions and interactions between each other have been demonstrated, but spatial agglomeration involving all kinds of innovative actors has rarely been deeply analyzed especially in a metropolitan area. Existing innovation theories and relevant research explain why innovative actors agglomerate and cooperate but provide few spatial evidence to support the importance of geographical proximity. Taking the Yangtze River Delta metropolitan area as an example, this study focuses on confirming the importance of geographical proximity between not only technology firms but also other different types of innovative actors on both data and spatial level. Following the triple helix model, namely, technology-, knowledge-, and service-based actors, this study traces the spatial agglomeration and growth of innovative actors since 2008. Primacy index, concentration, and spatial Gini index were used to examine the extent to which three kinds of innovative actors were concentrated in the metropolitan area and a highly centralized hierarchy system with a trend to become multicenter system was thus shown as the spatial distribution structure of innovative actors in the study area. The study also evaluates the innovative performance measured by patents before comparing the innovative capacity of different kinds of innovative actors. By assessing the innovative output structure and leading type of innovative actors, common features of innovatively well-performed cities were concluded as the simultaneous existence of high-output knowledge-based leading actors and a large number of technology-based actors.

URGENSI KERJASAMA ANTAR DAERAH (INTERGOVERNMENTAL) DALAM PENANGANAN BENCANA ALAM DI DAERAH

Indonesia cluster regions have unique geographical and topographical characteristics also have potential for natural disasters. Potential for natural disasters such as volcanic eruptions, earthquake, tsunami, flood and landslide happen almost in every place in Indonesia. In the past, the handling for natural disasters still use rigid and centralized hierarchy bureaucracy approach which has not been able to handle the disasters and handle post disasters appropriately. The decentralization spirit changes handling natural disasters paradigm which giving authority toward regions government to manage the disasters in its territory. However, the big challenge is to synchronize every regions governments perception that natural disasters in regions can be manage only with one institution or region government according to territory border. The natural disasters management which include the pre disasters and post disasters need together management by several government stratum based on intergovernmental networks. The writer used inductive approach method which allow to describing of the result of analysis study of the possibility of cooperative effort between regions through Regional Disaster Department (BPBD) in several areas in East Java that are Malang region, Kediri, Pasuruan and Bojonegoro by knowing the standard and policy/program/activity target, the condition of resource, and the condition social politic and economy. The result of study analysis about handling the disaster have conclusion that the handling effort pre disaster and post disaster are very multi-dimensional. In the context of government authority, handling of disaster not only handle by one region government. This is where the concept of cooperation between regions (intergovernmental networks) in important to be expanded at the local level. The cooperation between local regions have potency the capacity of region government in order to share experiences, share advantages and share task/assessment together in improving the function of public services in each region government. Then, the result of study analysis also concludes the importance to strengthening BPBD institutions to facilitate the cooperation between governments in local regions in order of handling the disasters.

… Quid habuerit antiqua consuetudo : Zosimus of Rome and Hilary of Narbonne

The disputes involving Zosimus, bishop of Rome (417- 418), with the Gallic churches have often been characterized as focusing on questions of the assertion of papal primacy. Attention has been paid particularly to Patroclus, bishop of Arles, and Proculus, bishop of Marseille. In this paper I wish to concentrate on one of the lesser-known figures, Hilary, bishop of Narbonne, and the letter Zosimus wrote to him on 26 September, 417 (Ep. 6 - Mirati admodum). In it Zosimus asserts that Hilary’s reduction in status from being a metropolitan was because that status was not in accord with past custom (antiqua consuetudo). Rather than see the story of Trophimus, the first bishop of Arles, who held an extensive authority, as being a ploy developed and utilized by Zosimus himself to create a more centralized hierarchy dependent upon Rome, the argument advanced here, through an analysis of the letter and its context, is that the initiative for the reconfiguration of the Gallic hierarchy at the beginning of the 5th century was a local initiative, which Zosimus supported. The debate is recast not as one about papal primacy but about the role of tradition and the impact of provincial realignment on the status of bishops in an ever-changing late antique world.

Human geography without hierarchy

Responding to neoliberal decentralization, Marxists pair centralization with capitalism’s abrogation. Such a view considers hierarchy to be necessary and horizontal organization as propitious to neoliberalism. Anarchism’s coupling of decentralization with anti-capitalism is dismissed because Marxism cannot accommodate prefigurative politics, treating horizontality as a future objective. This temporality ignores the insurrectionary possibilities of the present and implies a politics of waiting. In terms of spatiality, Marxian centralized hierarchy deems horizontality inappropriate when ‘jumping scales’. Yet by rejecting this vertical ontology we may immediately disengage capitalism through a rhizomic politics. Consequently, human geography without hierarchy gains traction when we embrace an anarchist flat ontology.

Wrong Turn in Cyberspace: Using Icann to Route Around the APA and the Constitution

The Internet relies on an underlying centralized hierarchy built into the domain name system (DNS) to control the routing for the vast majority of Internet traffic. At its heart is a single data file, known as the Control of the root provides singular power in cyberspace. This Article first describes how the United States government found itself in control of the root. It then describes how, in an attempt to meet concerns that the United States could so dominate an Internet chokepoint, the U.S. Department of Commerce (DoC) summoned into being the Internet Corporation for Assigned Names and Numbers (ICANN), a formally private nonprofit California corporation. DoC then signed contracts with ICANN in order to clothe it with most of the U.S. government's power over the DNS, and convinced other parties to recognize ICANN's authority. ICANN then took regulatory actions that the U.S. Department of Commerce was unable or unwilling to make itself, including the imposition on all registrants of Internet addresses of an idiosyncratic set of arbitration rules and procedures that benefit third-party trademark holders. Professor Froomkin then argues that the use of ICANN to regulate in the stead of an executive agency violates fundamental values and policies designed to ensure democratic control over the use of government power, and sets a precedent that risks being expanded into other regulatory activities. He argues that DoC's use of ICANN to make rules either violates the APA's requirement for notice and comment in rulemaking and judicial review, or it violates the Constitution's nondelegation doctrine. Professor Froomkin reviews possible alternatives to ICANN, and ultimately proposes a decentralized structure in which the namespace of the DNS is spread out over a transnational group of policy partners with DoC.

Wrong Turn in Cyberspace: Using ICANN to Route around the APA and the Constitution

The Internet relies on an underlying centralized hierarchy built into the domain name system (DNS) to control the routing for the vast majority of Internet traffic. At its heart is a single data file, known as the “root.” Control of the root provides singular power in cyberspace. This Article first describes how the United States government found itself in control of the root. It then describes how, in an attempt Copyright © 2000 by A. Michael Froomkin. † Professor, University of Miami School of Law. E-mail: froomkin@law.tm. Research and writing of this Article was supported by a Summer Grant from the University of Miami School of Law. Thank you to Karl Auerbach and Richard Sexton for technical information, to Tony Rutkowski for help with DNS history, to Jonathan Weinberg for a number of very helpful conversations, to all the members of the BWG+ mailing list for an education, to James Boyle for including me in this symposium, to Julie Dixson for research assistance, and especially to Caroline Bradley. Kind readers who helped me correct and improve drafts included Alan Davidson, John Hart Ely, Bret A. Fausett, Patrick Gudridge, David Johnson, David Post, Ellen Rony, Tony Rutkowski, Joe Sims, and Jonathan Weinberg. Remaining errors are my own unintentional contribution to further obfuscating ICANN’s history. Readers have a right to know that I participate in activities that touch on the subject of this Article. I served as a member of the so-called Panel of Experts that advised the World Intellectual Property Organization on its Domain Name Process. See infra note 13. Currently, I am a director of disputes.org, which, in partnership with eResolution.ca, is one of the dispute resolution providers accredited by ICANN. See Approved Providers for Uniform Domain Name Dispute Resolution Policy, at http://www.icann.org/udrp/approved-providers.htm (last visited Sept. 21, 2000) (providing a link to the eResolution website) (on file with the Duke Law Journal). I am also a co-founder of ICANNWatch.org, a group founded to increase awareness of ICANN’s activities. The views expressed in this article are my own and should not be attributed to either disputes.org or ICANNWatch.org. An earlier version of this paper was delivered in Durham, N.C., on March 3, 2000. Unless otherwise noted, this Article aims to reflect technical and legal developments as of October 1, 2000. FROOMKIN.DOC 10/30/00 8:47 AM 18 DUKE LAW JOURNAL [Vol. 50:17 to meet concerns that the United States could so dominate an Internet chokepoint, the U.S. Department of Commerce (DoC) summoned into being the Internet Corporation for Assigned Names and Numbers (ICANN), a formally private nonprofit California corporation. DoC then signed contracts with ICANN in order to clothe it with most of the U.S. government’s power over the DNS, and convinced other parties to recognize ICANN’s authority. ICANN then took regulatory actions that the U.S. Department of Commerce was unable or unwilling to make itself, including the imposition on all registrants of Internet addresses of an idiosyncratic set of arbitration rules and procedures that benefit third-party trademark holders. Professor Froomkin then argues that the use of ICANN to regulate in the stead of an executive agency violates fundamental values and policies designed to ensure democratic control over the use of government power, and sets a precedent that risks being expanded into other regulatory activities. He argues that DoC’s use of ICANN to make rules either violates the APA’s requirement for notice and comment in rulemaking and judicial review, or it violates the Constitution’s nondelegation doctrine. Professor Froomkin reviews possible alternatives to ICANN, and ultimately proposes a decentralized structure in which the namespace of the DNS is spread out over a transnational group of “policy partners” with DoC.

Bureaucracy Planning and War: The Royal Navy, 1880 to 1918

An organization's effectiveness depends on a successful integration of strategyplanning long-term goals and monitoring performance-and structure: allocating resources, installing lines of authority, and information flow. This article shows how the Royal Navy responded to a serious disjuncture between strategy and structure, stemming from its preoccupation with adjusting to rapid technological change and a consequent neglect of war planning, by forming a naval war staff. One of the difficulties encountered in establishing the war staff was a shortage of suitable officers to man it, which was caused by an overly centralized hierarchy of command.

The Politics of Schism: Routinisation and Social Control in the International Socialists/Socialist Workers' Party

There is a common assumption in social science, that voluntary associations founded on egalitarian principles must inevitably develop hierarchical structures with centralized control, if they are to persist through time. This paper uses grid/group analysis to suggest an approach to organizational change that is less fatalistic than the iron law of oligarchy. A case study is presented which suggests that the process of routinization in egalitarian associations is far from automatic. Indeed, the members' awareness of contradiction between egalitarian principles on which the group was founded, and principles of centralized power and hierarchy in bureaucratic organizations is a problem that must be overcome by a leader who seeks to effect such a change. Furthermore, the case study shows that social control through a centralized hierarchy cannot simply be introduced into a voluntary association. It must first pass through a phase in which institutional memory of the founding principles is eradicated through high membership turnover, and the expulsion of rival contenders for leadership. This process creates the conditions for centralized social control and the bureaucratic exercise of power.