Showing papers by "Donald R. Songer published in 2006"

Taking It to the Next Level: The Elevation of District Court Judges to the U.S. Courts of Appeals

Abstract: We address an important aspect of judicial careers: the elevation of judges from the U.S. District Courts to the Courts of Appeals. We argue that the likelihood of a judge being elevated is a function of informational cues and signals regarding the nature of the judge and the judge’s compatibility with presidential preferences. We also expect norms involving the intersection between geography and Senate politics to affect a judge’s elevation chances. Using data on district court judges appointed between 1946 and 1995, we find that the likelihood of a judge being elevated is a function of the judge’s ideological compatibility with the president, the judge’s previous ABA rating, and Senate norms involving state “ownership” of appeals court seats. Blunt indicators of policy preferences trump direct signals when presidents decide whom to elevate, leaving judges little control over their career prospects and thus less incentive to slant their decisions in the direction of the president’s preferences.

Supreme Court Auditing of the US Courts of Appeals: An Organizational Perspective

Abstract: Using an aggregate-level model of Supreme Court-circuit court interactions, this study assesses the extent to which the Court's auditing process of circuit court outputs is shaped by organizational dynamics such as structural capacity, institutionalization, and demographic characteristics. Principals in organizational hierarchies must audit the behavior of their agents to ensure that the agents are faithfully complying with the principals' preferences. In the case of the Supreme Court, such auditing activities must take place in the face of very limited institutional capacity on the Court's part. We propose that the Court considers certain broad organizational and institutional characteristics at the circuit level when performing this task. In particular, we find that the Court strategically allocates its limited institutional resources to audit decisions to respond to its recent interactions with individual circuits in past terms, the circuits' internal decision-making dynamics (including dissent and reversal rates), and goal conflict between the circuit and the Supreme Court.