政府职能转型与社会组织培育:政治嵌入与个案经验的双重路径

政府购买社会组织服务和社会组织培育是政府职能转型的两个重要动力来源。学界目前对于政府如何购买社会组织服务关注较多,而对于如何培育社会组织以及如何解释当前我国社会组织培育的现状缺乏相应的研究。本文运用嵌入性理论,结合地方政府培育社会组织的个案经验,对我国社会组织的培育现状进行了考察和阐释。整体来看,我国社会组织的培育呈现出政治嵌入的特征,这种政治嵌入的方式属于政府职能转型时期对社会组织培育进行控制的一种过渡性路径,其发展的方向是一种宽松的培育路径。     

Defying interpretation: Dwelling on and delving into metonymy

To defy interpretation, delay sense-making and accommodate a process view, I propose metonymy as an alternative/complement to metaphor in organization studies. By way of three examples I attempt to show how the unpacking of metonymies, i.e. metonymic reading, can delay metaphorical interpretation to allow for the inclusion of alternative views of concrete experience. Thus, although metonymy ultimately yields to metaphor, it seems worthwhile to dwell on and delve into.     

加强服务型社会组织建设研究

近年来,我国服务型社会组织得到较快发展,但其大多数仍缺乏现代社会组织所必备的专业性、创新性和服务性,缺乏承接政府职能、提供公共服务的足够能力。对此,政府应坚持"政社分开、权责明确、依法自治"的原则,推动各级政府部门向社会组织转移职能和购买公共服务,构建服务型社会组织的培育扶持政策体系,健全服务型社会组织的监督管理机制,不断提升服务型社会组织发展质量和参与社会服务管理的能力和水平。     

论大学生村官的学习力及其培育

党中央全面部署实施的大学生村官计划是希望大学生村官能够在农村工作中深入贯彻落实科学发展观、提高农村干部队伍素质、深入推进新农村建设,但是,由于大学生村官的学习力不足而使这些目标并未完全达到。大学生村官学习力不足主要表现为学习动力迷失、学习毅力衰减、学习能力弱化。地方党和政府应借鉴学习型组织理论,引导大学生村官把自己锻造成学习的主体,为大学生村官搭建学习的平台,全面提高大学生村官的学习力,才能更好地发挥他们在新农村建设中的作用。     

非政府组织概念再认识

非政府组织的概念缘起于联合国宪章。当前对非政府组织概念的认识有四种不同视角:公共管理的视角、结构和价值导向的视角、突破政府——市场二元结构的视角、基于中国语境的公民社会视角。非政府组织概念的结构化定义应该建立在以上视角之上:非政府组织是指由公民个人或其他团体、机构为实现公益或互益目标发起的,具有一定治理结构、独立自主运转的、提供社会服务的社会自治组织。这一新定义可从以下几点理解:后工业社会是理解非政府组织概念的时代背景、非政府组织的发起主体是多元的、道德取向和伦理精神是非政府组织的根本特征、非政府组织是承担社会服务的社会组织、非政府组织需要有规范的"治理结构"、非政府组织须具备独立性和自主性。     

Credibility or Credulity? Examining Political Organization-Public Relationships in an Election of Interloping Candidates

ABSTRACT

This national online survey (N = 493) examined the political organization-public relationship (POPR) that voters perceived with their own political party and their opposing political party, as well as voters’ assessment of the credibility of candidates running for president during the primary season of the 2016 election. Results indicated that although credibility assessment of one’s own party’s candidate was much as expected, POPR with the Democratic Party was generally stronger than that with the Republican Party. Data showed no evidence that a poor POPR with one’s own party would drive voters to support interloper candidates. We conclude by reflecting on the importance of POPR with the opposing party and what weak relationships may mean for parties in the long term.     

Post-crisis learning in public agencies: what do we learn from both actors and institutions?

Post-crisis learning is a challenge for public organizations, and especially for agencies which handle health and environmental risks. This article investigates how the Belgian Food Safety Agency settles mechanisms for drawing lessons from crises while ensuring day-to-day routine. The framework by Crozier and Friedberg is used as a guideline to consider both the actors and the system, both strategic games and institutional constraints. The article helps in understanding the institutional logics underpinning how the public organizations learn from societal risk and crisis. Centralization and openness appear to be guiding principles, resulting from the learning games. They also generate tensions that the actors’ games manage by defining new rules for cooperation. Both the practice (through our case study) and the theory (combining actors and institutions) broaden the lens of policy analysis for what policy-making at organizational level concerns.     

Mediated business: living the organizational surroundings – introduction

ABSTRACT

This special section builds upon Deirdre Boden’s work on the constitutive nature of talk for organizations and the Culture & Organization 2004 special issue that developed her concern. Specifically, we aim to further engage with how business is managed, formed and locally accomplished by means of the organizational surroundings that the participants make themselves part of and the multimodal resources that they have at their disposal, in other words: how people live the organizational surroundings. Our hope is to shed light on future directions in the multimodal analysis of workplace interaction and studies of organization in general, and encourage a further interconnection among scholars from various disciplines.     

Does money talk? A framing analysis of the Chinese Government’s strategic communications in the establishment of the Asian Infrastructure Investment Bank1

This study investigates the public relations strategies employed by the Chinese Government to convince other countries to join the new Asian Infrastructure Investment Bank (AIIB). A framing analysis was conducted to examine the presence, valence, and evolution of the framed messages involving soft power resources and the dimensions of the relationship between organizations and the public. The findings included the following: (a) China’s economic strength was the predominant soft power resource; (b) the relational frames disclosed China’s strategic intention in attempting to expand the narrow space that is currently available for the country’s international activities by expressing willingness to obey the rules of the existing US-dominated economic order; and (c) international newspapers showed more interest in and more negative attitudes toward the relational dimension of trust, which indicates the need for the Chinese Government to continue to dispel doubts about the geopolitical role of the AIIB.     

Learning organization,organizational culture,and affective commitment in Malaysia: A person–organization fit theory

ABSTRACT

Based on person–organization fit theory, this article moves beyond theories of motivation and social exchange relationships that have often been used in commitment literature. This article contributes to understanding perceptions of organizational culture (OC) and affective commitment (AC) through perceptions of a learning organization (LO). Such understanding helps to tackle current commitment issues in Malaysia through strategic human resources development (HRD) planning and deploying organization development activities. We examined: (a) the extent to which organizations with an embraced LO mediated OC and AC, (b) the most influential component of OC in promoting employee AC, and (c) the most important component of LO for influencing OC and AC. We obtained 516 respondents (64.5% response rate) in selected Malaysian private organizations. It was concluded that LO mediated the relationship between OC and AC. Respect for people was an influential factor of OC for AC, while empowerment played a significant role in LO culture mediating the relationship between OC and AC. HRD practitioners should strategically plan organizational activities, norms, and policies that promote organizational learning processes and a learning culture to enhance AC.