电子政务应"抓住"SaaS趋势

2003至2004年，全球在SaaS（软件即服务）上的支出增长了39％，Netcraft预测，未来12个月内的活动站点增长率将达到28％，Web服务增长率将达到19％；IDC预测，2009年，全球在SaaS上的支出将达到107亿美元；Gartner预测，到2009年，美国托管收入将增长13％——这些都表明，SaaS的应用前景确实美好．     

Who's next? Research predicts museum leadership gap

A brief commentary from the Museum Association of New York (MANY) on the unprecedented gap posed by baby-boomer retirement. Based, in part, on MANY's white paper, “Who's Next? Questioning the Future of Museum Leadership in New York State,” this essay deals with questions of succession, leadership and general differences in New York's museum community.     

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     

Employee mistreatment and muted voices in the culturally diverse workplace

This study examines mistreatment through the perspectives of employees with different cultural backgrounds and positions in order to understand the ways in which some voices are muted and others are privileged. Mistreatment is interactional, distributive, procedural, or systemic abuse of employees taking place at both interpersonal and institutional levels on the basis of cultural diversity. Narrative analysis of semi-structured interviews with employees of a large research and development organization revealed three types of muted narratives used to respond to mistreatment (muted-but-engaged, angrily disengaged, and resigned) as well as one type of privileged response. The narratives provided evidence of two processes by which voices became muted: repeated silencing over time and silencing through ambiguity of policies.     

Unique unto itself: The records of the Federal Bureau of Investigation 1908 to 1945

This paper addresses several misunderstandings about the nature of the FBI's Central Records System. Although depicted in popular culture and much of FBI historiography as a tool for the Cold War suppression of American radicals, the FBI's records system grew out of Department of Justice systems already in place before J. Edgar Hoover became Director in 1924. The system grew in size and complexity according to the demands placed on it by the changing priorities of the FBI's criminal and intelligence missions, guided by a “progressive” drive for efficiency through centralization.