The Role of Organizational Social Capital in Increasing Organizational Performance in Public Organizations: Evidence from Kyrgyz National Police (KNP)

Organizational social capital can develop a strong foundation for trusted relationships and committed actions in communities and organizations. This concept was examined in the public organization setting in this study. Organizational social capital is a source for trust-building processes where participative decision-making, feedback on performance, and empowerment are important elements of this phenomenon. Three dimensions of organizational social capital (participation, feedback on performance, and empowerment) and organizational commitment were examined in this study. The influence of organizational social capital on the perceived organizational commitment of the Kyrgyz National Police (KNP) is observed by utilizing structural equation modeling (SEM). The results of this study indicate that the three dimensions of organizational social capital have statistically significant relationships with perceived organizational commitment. Overall, results suggest that organizational social capital, with its dimensions, is a source for the trust-building process which influences perceived organizational commitment. Moreover, by practicing empowerment it is possible to increase the number of committed officers, also an important factor in improving organizational performance.     

Do Employees Feel Comfortable Blowing the Whistle When Their Supervisors Practice Transformational Leadership?

Although public organization literature is replete with studies examining whistleblowing, scholars have generally neglected the connection between leadership styles and whistleblowing. Furthermore, no study was found that examined the relationship between whistleblowing and the most often studied leadership style, transformational leadership. This article fills this void in the literature by examining the relationship between transformational leadership and whistleblowing in government agencies. After controlling for employee commitment and several power-dependency factors, the results revealed that employees were more comfortable blowing the whistle when they perceived organizational leaders and managers were practicing transformational leadership than when they perceived they were not. In fact, transformational leadership was the most important predictor. Employees were also most comfortable when they exhibited high levels of commitment and job satisfaction. On the other hand, minority employees were less at ease reporting wrong-doing to their supervisors than Caucasian employees. The implications of these results are thoroughly discussed in the article.     

Attainability of International Environmental Agreements as a Social Situation

This paper applies the theory of social situations to study whether international environmental agreements (IEAs), mainly those on greenhouse gas emission reductions, can be attained. A game theoretic model is generally a black box for decision makers, where the mechanisms, which lead to solution(s) of the game, are not explicitly pointed out. This paper opens this black box by making the (institutional) move rules explicit. The usual pessimistic outcome with an ineffective and small size of stable coalitions among world regions is countered. Our model challenges conventional wisdom in the sense that large coalitions are possible outcomes of the cartel game, namely by incorporating: (1) farsightedness, and (2) coalitional moves with commitment as an alternative to myopic and individual moves which characterise the cartel game. We show that even if the international negotiations on climate change mitigation are modelled as an n-person prisoner's dilemma, one cannot rule out cooperation among world regions as a solution of the game. Indeed, in most analysed situations the grand coalition is among the solutions of the game. This shows that predictions based on cartel stability may be too pessimistic if it comes to analysing incentives to cooperate in implementing international environmental policy. Moreover, in an empirically calibrated model, we find three out of six instances where Russia (with or without the US) has an incentive to sign the Kyoto protocol.     

Using the Investment Model to Understand Battered Women's Commitment to Abusive Relationships

We replicate and extend research using the Investment Model (Rusbult, 1980, J. Exp. Social Psychol., 45, 101–117) to understand battered women's commitment to abusive relationships. The Investment Model is a nonpathologizing theory that views commitment as a function of one's satisfaction with, alternatives to, and investments in the relationship. These factors were examined in a shelter-based sample of battered women. Investment model variables, particularly satisfaction, were also examined as mediators of the relationship between abuse exposure and commitment. Both Investment Model and abuse exposure constructs were assessed using instruments more fully developed than in previous research. Results indicated that each of the Investment Model factors contributed uniquely to women's commitment, and that relationship satisfaction mediated the relationship between psychological (but not physical) abuse and commitment. Implications for future research and intervention are discussed.

Narrative,Rhetorical Argument,and Ethical Authority

The great challenge of rhetorical argument is to make discourse ethical without making it less logical. This challenge is of central importance throughout the full range of practical argument, and understanding the relation of the ethical to the logical is one of the principal contributions the humanities, in this case the study of rhetoric, can make to legal scholarship. Aristotle’s Rhetoric shows how arguments can be ethical and can create ethical relations between speaker and hearer. I intend to apply Aristotle’s analysis to a phenomenon that did not yet exist for him, that of authority, by asking how the acts of asserting and accepting authority can be ethical acts. I take as a test case a peculiarly unfortunate and inept appeal to authority, that offered by the counsel for the District of Columbia in arguing Bolling v Sharp who cited Taney’s opinion in Dred Scott to clinch his point. By seeing just what goes wrong in such a maladroit appeal, I explore the rational, voluntary and ethical dimensions of a decision to accept a given commitment to authority. I use Joseph Raz’s analysis of authority and the relation of reason to authority, yet think I go beyond Raz by exploring the deliberate and voluntary nature of submission to authority. Choosing to be bound by an authority is an ethical act. As such it is always rational and yet never purely rational. The Supreme Court’s choice of authorities is part of its making itself into an authority, and is a paradigm of the ethical act of choosing to be obligated. Choosing to be committed or obligated is a central paradox of political theory and considerations of authority and obligation, at least since early social contract theorists. However, its importance for judicial reasoning, which at the same time chooses to submit to authority and itself becomes an authority, has not been noted. Consideration of the relations between the ethical and the logical can help us better to articulate the constitution of ethical authority. This revised version was published online in July 2006 with corrections to the Cover Date.     

Military Mobilization and Commitment Problems

Because of its costliness, military mobilization is generally seen as a mechanism by which high-resolve leaders can credibly signal their high resolve in international crises, thereby possibly overcoming informational asymmetries that can lead to costly and inefficient war. I examine how power-shifts caused by mobilization within a crisis can lead to commitment-problem wars. In a simple ultimatum-offer crisis bargaining model of complete information, war occurs if and only if the power-shift caused by mobilization exceeds the bargaining surplus, which is Powell's (2004 Powell, Robert. 2004. The Inefficient Use of Power. American Political Science Review, 98 May: 231–241. [Crossref], [Web of Science ®] , [Google Scholar], 2006 Powell, Robert. 2006. War as a Commitment Problem. International Organization, 60(1): 169–203. [Crossref], [Web of Science ®] , [Google Scholar]) general inefficiency condition for commitment-problem wars. When private information is added, and hence mobilization potentially has a stabilizing signaling role, under certain conditions the commitment problem overwhelms the signaling role and mobilization leads to certain war. Finally, I analyze an infinite-horizon model that captures the reality that mobilizing takes time, and find that commitment-problem wars occur under broader conditions than the general inefficiency condition implies.     

A Tale of Two Cities: Bureaucratisation in Mayor-Council and Council-Manager Municipalities

This paper presents a theory that predicts under what circumstances self-interested politicians ‘bureaucratise’ their administrations, in the sense that they delegate the powers to hire, fire and promote public employees to autonomous bodies (like civil service commissions). The main testable proposition is that, in polities with a higher concentration of powers, politicians will bureaucratise their administrations to overcome time inconsistency problems in their relationships with public employees. This prediction is tested with data drawn from US municipalities, where two main types of local governments co-exist: mayor-council and council-manager. Results show that municipal governments with a higher concentration of powers (i.e. mayor-council) tend to have more bureaucratised administrations.     

公共部门组织承诺的实证研究——基于对311名公共部门员工的问卷调查分析

本文分析了公共部门组织承诺(Public Sector Organizational Commitment,简称PSOC)的内涵、结构与测量变量,建立PSOC测量量表,对分布在多个省市的311名政府部门、事业单位和社会团体等机构工作人员进行了问卷调查,从实证的角度研究分析了我国PSOC水平及其与前因变量、后果变量之间的影响关系,揭示POSC的影响因子,为公共部门组织与人力资源管理提供有益的研究结论。     

What undermines solidarity? Four approaches and their implications for contemporary political theory

Abstract

Solidarity is crucial for realizing justice, securing public goods, and reducing domination. Yet there have been few theoretical studies of its threats and vulnerabilities. In this paper I fill this lacuna, outlining four approaches to what undermines solidarity and considering their implications for contemporary political theory. I begin by reviewing the empirical literature on solidarity, noting that its focus on diversity and individuation has yielded inconclusive results. I then develop four alternative threats to solidarity by drawing from the history of political thought, social theory, and religious studies: interpersonal dependence (Jean-Jacques Rousseau); radical evil (Immanuel Kant); self-dissolution (Émile Durkheim); and moral spectatorship (Emmanuel Levinas). Taking these threats into account, I conclude, should significantly impact our normative theorizing about solidarity. In particular, it should encourage a research agenda that attends to solidarity’s affective, esthetic, and non-rational sources.     

影响高等学校编制外员工组织承诺的因素研究

我国高等教育领域编内人员和编外人员在职位晋升、薪酬福利水平等方面存在巨大差异,引发编外人员心里落差大,组织承诺低等问题。为了解高校编外人员的工作状况,以北京大学校本部全体劳动合同制员工为调查总体,采用组织承诺量表进行测量。研究结果表明:合同制员工的感情承诺分值最高,规范承诺其次,继续承诺最低;员工自身的市场竞争力和组织对员工的支持程度对员工的组织承诺具有显著性影响;有效的沟通、公平性和对部门领导者的认同程度可能影响员工的组织承诺。通过实证研究发现,除了员工自身的市场竞争力,组织支持是影响员工组织承诺重要的因素。