The role of social anxiety in volunteering

The volunteer management literature suggests that the most effective means of recruitment is personal asking. However, agencies that apply this method do not report the expected success in volunteer recruitment. Often they face the volunteer recruitment fallacy: those people assumed to be interested in volunteering do not necessarily volunteer. Based on the literature of shyness or social anxiety and on empirical observations, this article suggests that social anxiety often deters volunteering by new recruits. We hypothesize that people with greater levels of social anxiety will be less likely to volunteer. Furthermore, we hypothesize that people with high social anxiety will prefer to give monetary support to worthy causes rather than volunteer their time, and if they do choose to volunteer, they will do so alongside friends. Our hypotheses are supported based on the findings from a large‐scale nonrandom sample in North America. We suggest how to avoid the volunteer recruitment fallacy by creating a personal environment in which high‐social‐anxiety recruits feel safe and accepted. By removing the fear of being negatively judged by strangers as they enter the agency and creating a more personal approach, new recruits may have a higher probability of becoming long‐term and consistent volunteers.     

Some remarks on classical and bayesian reliability estimation of binomial and poisson distributions

The problems of estimating the reliability function and Pr{X₁+...+X_k ≤ Y} are considered. The random variables X’s and Y are assumed to follow binomial and Poisson distributions. Classical estimators available in the literature are discussed and Bayes estimators are derived. In order to obtain the estimators of these parametric functions, the basic role is played by the estimators of factorial moments of the two distributions.     

‘Young,Fun, and Free:’ Episodic Volunteers in Ghana,South Africa and Tanzania

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - As scholarship on episodic volunteering expands, researchers question if episodic volunteering is similar to, and/or...     

A Simple Distribution-Free Algorithm for Generating Simulated High-Dimensional Correlated Data with an Autoregressive Structure

A distribution-free method to generate high-dimensional sequences of dependent variables with an autoregressive structure is presented. The quantile or fractile correlation (i.e., the moment correlation of the quantiles) is used as measure of dependence among a set of contiguous variables. The proposed algorithm breaks the sequence in small parts and avoids having to define one large correlation matrix for the entire high-dimensional sequence of variables. Simulations based on proteomics data are presented. Results suggest that negligible or no loss of fractile correlation occurs by splitting the generation of a sequence into small parts.     

Development and Lability in the Parent–Child Relationship During Adolescence: Associations With Pubertal Timing and Tempo

Adolescents' and parents' reactions to pubertal development are hypothesized to contribute to changes in family dynamics. Using 7‐year longitudinal data from the NICHD‐SECCYD (488 boys, 475 girls), we examined relations between pubertal development (timing, tempo) and trajectories (developmental change and year‐to‐year lability) of parent–child conflict and closeness from age 8.5 to 15.5 years. Changes were mostly characterized by year‐to‐year fluctuations—lability. Parent–child conflict increased and closeness decreased some with age. Pubertal timing and tempo were more consistently associated with lability in parent–child relationships than with long‐term trends, although faster tempo was associated with steeper decreases in parent–child closeness. Findings provide a platform for examining how puberty contributes to both long‐term and transient changes in adolescents' relationships and adjustment.     

Coopetitive Buyer–Supplier Relationship: An Investigation of Bargaining Power,Relational Context,and Investment Strategies

This study proposes an analytical approach combined with a behavioral experiment for a joint examination of the competitive and cooperative (i.e., coopetitive) relationship between a buyer and a supplier. Specifically, the article considers the scenario in which the buyer and the supplier invest in strategic capabilities to increase their relative bargaining power. The article examines how dynamic investments in strategic assets are influenced by the locus of bargaining power and by the underlying context (synergistic vs. adversarial) of the interfirm relationship. The dynamic evolution of bargaining power is also examined. A dynamic game model is considered to examine the evolution of investment strategies in critical resources and to investigate the issues of bargaining power in a buyer–supplier dyad. Equilibrium expressions for the investment strategies of the buyer and the supplier are presented and their implications for buyer–supplier relationships are examined. The behavioral experiment complements the analytical model and examines the correspondence between optimal behavior suggested by the analytical model and the boundedly rational behavior of decision makers in an experimental context. The results from the model and behavioral experiments suggest that the strategies are a function of the risk‐adjusted returns obtained from investments. The experiment shows that, in a synergistic relational context when the buyer maintains bargaining power, the investment shifts of the buyer and the supplier accord well with theoretical predictions. In an adversarial relational context, the results of the experimental study do not correspond well with that predicted by the theoretical model. The implications of the results are discussed and directions for future research are presented.     

Quality Management and Cooperative Values: Investigation of Multilevel Influences on Workgroup Performance

Unsuccessful quality initiatives often are attributed to an organizational culture that does not recognize the importance of the cooperative values that underlie “soft” quality management practices, like customer focus and empowerment. Yet, the literature remains unclear as to how quality management and cooperative values interrelate by failing to incorporate the multilevel influences on this relationship in organizations. This research analyzes a multilevel model based on sociotechnical systems and quality management theories. Secondary data are used to test an explanation of how organizational‐level and workgroup‐level quality management practices relate to cooperative cultural values and workgroup performance. A single‐level model is also tested to demonstrate its inadequacies. Based upon the support for a multilevel model, managerial insights are provided that aid in deciding where resources should be allocated during a quality initiative.     

Uncovering the Management Process: An Ethnographic Approach1

The continuing controversy over the extent to which labour management has been transformed in recent years has sustained considerable interest in the basic issue of how management regulates the employment relationship. However, two curious features of these burgeoning discussions are the neglect of small firms and the rarity of intensive fieldwork methods of investigation. This paper examines particular methodological issues arising from an ethnographic study of the small firm-dominated West Midlands clothing sector (Ram, 1994). The ethnographic approach was crucial to the unravelling of the complexities and tensions inherent in the management process. Insights generated by the method allow prevailing views of managerial practices in such settings to be questioned; and more generally, highlight the potential of ethnography as a means of management research.     

The Reform of the Local Social Services In Israel: 1984 Compared to 1977

In 1977, there was a nationwide reform of the Local Departments of Social Services (LDSS) in Israel. This article reports on the findings of two independent and complementary studies which sought to evaluate the consequences of this comprehensive planned change. To determine what changes if any, occurred from 1977 to 1984, the first seven years following the reform, the article presents seven major foci of change. Each reflects an objective set forth by those who planned the change at the Ministry of Labour and Social Affairs. Preceding the report of these changes are a review of the historical background of the reform and a summary of the components of this planned change. This article focuses on the changes identified in these studies and concludes with a discussion of policy and organizational implications.