This essay draws from the experience of Kenya and the East African Community to ascertain the impact of single–country or regional ownership on the commercial performance of public enterprises. The advantages of the larger resource base of a regional community are mooted by the problems of mobilizing those resources. A fledgling public corporation can secure assistance most readily when owned by one state. It is also clear that traits of a corporation independent of its regional or single–country status affect commercial success. The essay concludes with a discussion of the limited contribution public corporations make to further levels of regional integration.

This research reports an exploration of the relationship between a decision maker's role and his perception during an international crisis. Research on the social and political processes of the United Nations suggests that a variety of factors, including communication patterns, nonnational roles, and learning experiences may produce a role orientation in delegates that would have an impact upon their perceptions even when their nation is involved in an international crisis. This proposition is explored using content analysis data from the 1956 Suez crisis. The decision makers whose perceptions furnish the data are the Egyptian and Israeli Permanent Representatives to the United Nations and the occupants of high foreign policy positions in the national capitals of Egypt and Israel. The initial analysis of the data indicates only very small differences in the perceptions. The analysis of the data does not support the original proposition. Finally, some caveats concerning the research are raised.

This study examines the functionalist approach to international relations, focusing on the proposed relationship between experience in international organizations and attitude change of the participants. The functionalist thesis on attitude change is amplified by reference to social–psychological work on the subject. In terms of functionalist theory, attitude change is essentially seen to be the product of socialization into the international organization. Empirical studies of the attitudes of participants to various international organizations are then evaluated for the extent to which they support the functionalist hypothesis. The evidence indicates that while socialization processes produce some attitude change toward the adoption of an “internationalist outlook,” the likelihood and nature of attitude change is also significantly affected by conflict processes within the organization. The functionalist approach is found to be inadequate in dealing with conflict in the organization as well as in need of greater elaboration with respect to socialization. Revisions are suggested which take into account variations in the sociological structure of international organizationsin addition to processes of socialization and organizational conflict as factors affecting attitude change.