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The decline of agriculture in Taiwan has adversely affected the incentives of farmers and the government to engage in irrigation management. Despite that, Taiwan's irrigation systems have shown a high degree of robustness. This study seeks to understand how institutions have contributed to the robustness of Taiwanese irrigation. Conceptualizing an irrigation system as a social-ecological system (SES), this study examines the development and design of Taiwanese irrigation institutions, and how these institutions have enabled farmers and irrigation managers to cope with the dynamics in the SES, and hence contributed to the system's robustness.The study has found that the robust systems are built upon institutions that allow effective coordination of the activities of a multitude of farmers, enhance the development and sustenance of a repertoire of ideas, and nest the problem-solving efforts of various scopes and scales in a complementary manner. The institutions enable individuals and organizations at different levels to engage in continuous learning and adaptation that, in turn, facilitates the systems' adaptation to the changing environment.

The change in sovereignty of Hong Kong in 1997 has brought about an interesting puzzle: despite a high degree of institutional continuity, the Hong Kong bureaucracy that was considered highly efficient during the colonial era has appeared to turn into an inept administrative structure generating blunder after blunder. The bureaucracy seems to face greater difficulties in horizontal coordination under the new governance, and has lost the ability to produce coherent policy actions.Drawing upon a literature of institutional analysis, this article examines the institutional design for coordination in the Hong Kong government. The article argues that the bureaucracy in Hong Kong is designed upon a logic of colonial rule. Like any institutional arrangements, the colonial administrative system has inherent coordination limitations. During the colonial era, some smoothing mechanisms were developed as the lubricant for the bureaucracy's operation, but the new governance has inevitably impinged upon some of these—making the bureaucracy more prone to coordination problems.

The change in sovereignty of Hong Kong in 1997 has brought about an interesting puzzle: despite a high degree of institutional continuity, the Hong Kong bureaucracy that was considered highly efficient during the colonial era has appeared to turn into an inept administrative structure generating blunder after blunder. The bureaucracy seems to face greater difficulties in horizontal coordination under the new governance, & has lost the ability to produce coherent policy actions. Drawing upon a literature of institutional analysis, this article examines the institutional design for coordination in the Hong Kong government. The article argues that the bureaucracy in Hong Kong is designed upon a logic of colonial rule. Like any institutional arrangements, the colonial administrative system has inherent coordination limitations. During the colonial era, some smoothing mechanisms were developed as the lubricant for the bureaucracy's operation, but the new governance has inevitably impinged upon some of these making the bureaucracy more prone to coordination problems. 46 References. Adapted from the source document.

This article assesses sources of nonprofit responsiveness and identifies potential drivers for responsiveness, using an online field experiment involving philanthropic foundations in China ( N = 3,254). Baseline requests were sent out to the foundations through emails and vignettes were applied to treatment groups by inserting different identity claims or prompts into the contents of the emails. Experimental results showed that, compared with the control group, potential donors were more likely to receive responses, claims concerning government ties or media backgrounds resulted in fewer responses, and citing legal obligations could increase the odds of receiving satisfactory responses. Interpreting the results with reference to stakeholder salience theory, we argue that potential donors are the most salient stakeholders to foundations. Donor requests and legal obligations are the most effective forces driving foundations' responsiveness in China.