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Recorded crime as an indicator of the integration of individuals of non-Western origin.In this article, we seek to find out to what extent the various ethnic groups residing in the Netherlands are (over)represented as suspects in the recorded crime statistics. This research reveals that even after correcting for a number of socioeconomic background variables, the probability of being suspected of an offence is still considerably greater for non-Western ethnic minority groups than for the autochthonous Dutch population. Particularly notable in the figures is the large overrepresentation of second-generation Moroccans and first-generation Antilleans. The data we used in this study are recorded crime statistics, which are based on the entire population and can be analysed at the individual level. These data certainly do not provide a complete description of crime in the Netherlands; a substantial ‘dark number’ remains. However, there are no hard indications that this dark number differs between the various ethnic groups residing in the Netherlands.

A majority of today’s workforce juggles work and family roles, whereby family life often interferes with work. Thus far, not much is known about work–family interference at the team level. This study explores how team members’ family demands influence team processes (taskwork and teamwork) and consequently, team performance. In addition, we investigate whether social support at work helps to prevent possible disadvantageous effects of team members’ family demands on team processes. Using a sample of 61 teams (520 employees), we found that team members’ average family demands were negatively related to supervisor-ratings of team performance, through reduced taskwork. Supervisor and organizational social support attenuated this negative relationship. Family demands were positively related to teamwork when coworker and supervisor support were high. These findings specify that under conditions of adequate support at work, harmful effects of a team’s family context on team performance are less likely, whereas teamwork is even enhanced.

Delegation models make contrasting assumptions about how political disagreement affects discretion and empirical research reports contradictory findings. The authors aim to shed new light on this puzzle by distinguishing the mechanisms that drive the effect of political disagreement on discretion. Four conditions influence the strength of each mechanism: (a) policy salience, (b) actors involved, (c) their capacity, and (d) decision rule. They explore this theoretical framework on the case of economic restructuring in the United Kingdom and show that political disagreement reduces discretion. There is no significant interaction effect between salience and political disagreement on discretion.