Counterfeit museology

Museums are not usually seen to be agents of change. If they are to serve as important mechanisms for empowering local communities to define, recognize, and develop their own indigenous heritages, they should first consider a potential contradiction contained within this initiative: museums specialize in the representation of other peoples, while people have the sovereign right to represent themselves. Left unresolved, this contradiction could produce counterfeits of good intentions. The introduction of professionalized cultural management may mitigate the responsibilities of the citizenry to actively participate in the production and preservation of their own heritage.     

Editorial

This issue of the Journal contains three interesting articlesabout central aspects of public opinion research, as well asan equal number of research notes that reflect the range oftopics that interest all public opinion researchers. Toshio Takeshita takes a turn at reconceptualizing agenda-settingstudies, using a taxonomy     

Historical case study: A research strategy for diachronic analysis

History and case study are two diachronic research strategies commonly used to study political discourse as it relates to public libraries. Though suitable for some studies, these strategies are inexhaustive. A new, blended research strategy is therefore needed to accomplish what history and case study alone cannot. This hybrid strategy, historical case study, must analyze cases from the distant past to the present, using eclectic data sources, in order to produce both idiographic and nomothetic knowledge. To develop historical case study, the universal components of diachronic analysis are first identified. A general research design for historical case study is then introduced. Finally, historical case study is tested in an actual research project. Findings from this project reveal that historical case study is a successful diachronic research strategy. Historical case study is a new and valuable research design suitable for addressing questions related to change, continuity, development, and evolution.     

Persistent Misperceptions: Americans’ Misplaced Confidence in Privacy Policies, 2003–2015

This paper examines the persistence of Americans’ misunderstanding of the function of privacy policies. We also identify groups that have misplaced confidence in the privacy policy label and address whether the groups’ patterns of misperception have changed over time. The findings add a new dimension to the argument that the usefulness of privacy policies needs to be reassessed. As a remedy, we call for media literacy programs to address structural features of media systems that lead to broadly held misperceptions such as the one examined here.     

International relocation of inpatriate managers: assessing and facilitating acceptance in the headquarters organization

The shortage of qualified managers to assign to overseas positions has necessitated rethinking of the viable candidates pools. A relatively new group of global managers have emerged, inpatriate managers. These are foreign nationals and third-country nationals who are relocated to the organization's domestic headquarters to serve as a “linking-pin” to the global marketplace. This paper examines challenges to effectively incorporating these inpatriate managers into the domestic organization. The various issues with inpatriate manager adjustment to the domestic macro and organizational culture are examined. In addition, the necessary social support in work and non-work contexts is discussed.