Beyond recruitment: Predictors of differential participation in a national antihunger organization

Surprisingly little research has sought to explain differential participation after recruitment into social movement organizations (SMOs). This study examines the influence of several sets of predictors on participation by members of a national organization in the antihunger movement. The findings highlight the importance of incentive, ideological, and microstructural factors for differential participation and suggest that favorable perceptions of SMOs also promote participation. Final remarks address the implications of the findings for the social movement and voluntary organization literatures.     

论学生社团建设与高校思想政治工作的融合

近年来,学生社团的不断壮大,为高校思想政治工作开辟了新的领域和提供了新的载体;同时,思想政治工作进学生社团,为学生社团可持续发展提供了强大的动力,二者的融合有效地推进了大学生的素质教育。     

市场营销专业教学改革的探讨

根据对新世纪市场营销人才的要求,探讨了市场营销专业在教学方法、教学组织形式、教学过程管理以及教学手段几方面的改革思路。     

Making Sense of Organizations in Public Management: A Back-to-Basics Approach

This article addresses some basic facts and ideas about organizations as a way of concluding the symposium. It identifies different types of organizations in terms of their legal-structural characteristics, and considers aspects of their legal power, ownership, financing, staffing, and outsourcing. It ends with some suggestions for further related research on organizations.     

公众参与引导下的重大工程社会矛盾化解机制

新时代网络社会的不确定性、突变性等特征极大地颠覆了重大工程社会矛盾的阶段演化特性,对传统封闭性的社会矛盾化解机制设计提出了新挑战,具有多元非中心性的公众参与在应对该挑战中可发挥重要的引导作用。基于裂缝假说分析重大工程社会冲突困境,提出建立与公众参与水平相匹配的参与制度是困境化解的关键路径;将公众参与成熟度作为公众参与水平划分工具,按照低、中、高将其划分为3 个水平;引入网络化治理理论,建立与公众参与水平相匹配的公众参与机制,即形成“政府主导-社区参与”型、“政府引导-社会组织介入”型、“政府与社会组织协同合作”型机制,推动公众参与引导重大工程社会矛盾的自我疏导、自我治理和自我化解,形成全民共建共享的网络化治理新格局。     

Improving Risk Management: From Lame Excuses to Principled Practice

The three classic pillars of risk analysis are risk assessment (how big is the risk and how sure can we be?), risk management (what shall we do about it?), and risk communication (what shall we say about it, to whom, when, and how?). We propose two complements as important parts of these three bases: risk attribution (who or what addressable conditions actually caused an accident or loss?) and learning from experience about risk reduction (what works, and how well?). Failures in complex systems usually evoke blame, often with insufficient attention to root causes of failure, including some aspects of the situation, design decisions, or social norms and culture. Focusing on blame, however, can inhibit effective learning, instead eliciting excuses to deflect attention and perceived culpability. Productive understanding of what went wrong, and how to do better, thus requires moving past recrimination and excuses. This article identifies common blame‐shifting “lame excuses” for poor risk management. These generally contribute little to effective improvements and may leave real risks and preventable causes unaddressed. We propose principles from risk and decision sciences and organizational design to improve results. These start with organizational leadership. More specifically, they include: deliberate testing and learning—especially from near‐misses and accident precursors; careful causal analysis of accidents; risk quantification; candid expression of uncertainties about costs and benefits of risk‐reduction options; optimization of tradeoffs between gathering additional information and immediate action; promotion of safety culture; and mindful allocation of people, responsibilities, and resources to reduce risks. We propose that these principles provide sound foundations for improving successful risk management.     

IRENA as a glocal actor: pathways towards energy governmentality

For decades renewable energy has remained a “blind spot” within the sphere of international energy governance. The existing institutional network is highly fragmented, resulting in a myriad of international organizations, which all claim to deal with energy issues, yet do not focus on renewables on a global scale. Since 2009, IRENA, the International Renewable Energy Agency, seeks to fill up this vacuum, thereby creating a new (and maybe more Southern-led) political arena for governing renewable energy issues. This article focuses on IRENA’s role as a changemaker in the sphere of global energy governance by investigating IRENA’s governance practices and contributions to knowledge production.     

Latino Faces,Corporate Ties: Latino Advocacy Organizations and Their Board Membership

Although they have increased exponentially since the 1960s, social scientists know little about ethnic advocacy organizations. These nonprofits are important bridges between underresourced communities and mainstream funding organizations and their directors are established ethnic leaders. Sociologists study interlocking directorates—or shared board membership—to understand how organizations fit together within broader social networks. Network concepts, particularly the theory of institutional isomorphism, suggest that organizations are likely to be similar to the extent they are connected and operate within a common organizational field. We apply this logic to Latino advocacy organizations to examine the underlying source of cohesion across this ethnic field. We ask whether the organizations are tied by interlocking directorates of ethnic elites who sit on their boards of directors or if board members' common affiliation with other elite institutions creates the structural conditions that facilitate potential ideological or behavioral similarity. A social network analysis of five prominent Latino advocacy organizations reveals support for both hypotheses: Latino board members are both embedded in ethnic‐based networks and entrenched within elite organizational webs. This suggests that ethnic elites who sit on the boards of Latino advocacy organizations are also corporate elites, selected for the social capital they bring to these nonprofits.     

Global Governance,neoliberalism and national responses: The case of Bangladesh’s ready‐made garment (RMG) sector

This article on the ready‐made garment (RMG) sector of Bangladesh shows how over‐reliance on foreign capital for development financing and deregulated investment—a hallmark of neoliberal economic arrangements—undermines the incorporation of SDGs’ and INGOs’ equity principles, contributing to biased policy responses yielding unequal outcomes. The article cautions that while countries prioritize economic growth over social and environmental nourishment and continue to adopt neoliberal economic policies to promote economic growth, inequity is unavoidable, if not inevitable. Thus, the way forward may be to shift the focus of ‘development’ from the economy to society, to building ‘good societies’ where institutions and strategies, including those that contribute to economic growth, are organized such that these complement not compromise the evolution of such societies.     

Transition probabilities and ARL performance of Six Sigma zone control charts

In this article, Six Sigma zone control charts (SSZCCs) are proposed for world class organizations. The transition probabilities are obtained using the Markov chain approach. The Average Run Length (ARL) values are then presented. The ARL performance of the proposed SSZCCs and the standard Six Sigma control chart (SSCC) without zones or run rules is studied. The ARL performance of these charts is then compared with those of the other standard zone control charts (ZCCs), the modified ZCC and the traditional Shewhart control chart (SCC) with common run rules. As expected, it is shown that the proposed SSZCC outperforms the standard SSCC without zones or run rules for process shifts of any magnitude. When compared to the other standard ZCCs and the Shewhart chart with common run rules, it is observed that the proposed SSZCCs have much higher false alarm rates for smaller shifts and hence they prevent unwanted process disturbances. The application of the proposed SSZCC is illustrated using a real time example.