Globalization,Flexibility and New Workplace Culture in the United States and India

The literature on globalization of services has tended to focus on advanced industrial nations, underestimating the important role Southern markets have played. Given the complexities of the global economy, much can be gained from exploring the ways in which flexible management practices and workplace culture in the United States and India have increasingly conjoined under an emerging set of common principles. In particular, one finds similar phenomena contributing to patterns of job insecurity in both countries: non‐standard employment contracts, long working hours, growing emphasis on individualization, and increasing control over workers. Interestingly, workers in both countries have similar strategies in staying employed as well as dealing with the growing insecurity. In neither country, however, has employment precariousness resulted in a backlash against the government. I posit the reason for this is that even as workers recognize the structural sources of job insecurity due to globalization, they individualize their failures and inability to cope with the changing market.     

An individual-based model of information diffusion combining friends’ influence

In many real-world scenarios, an individual accepts a new piece of information based on her intrinsic interest as well as friends’ influence. However, in most of the previous works, the factor of individual’s interest does not receive great attention from researchers. Here, we propose a new model which attaches importance to individual’s interest including friends’ influence. We formulate the problem of maximizing the acceptance of information (MAI) as: launch a seed set of acceptors to trigger a cascade such that the number of final acceptors under a time constraint T in a social network is maximized. We then prove that MAI is NP-hard, and for time \(T = 1,2\) , the objective function for information acceptance is sub-modular when the function for friends’ influence is sub-linear in the number of friends who have accepted the information (referred to as active friends). Therefore, an approximation ratio \((1-\frac{1}{e})\) for MAI problem is guaranteed by the greedy algorithm. Moreover, we also prove that when the function for friends’ influence is not sub-linear in the number of active friends, the objective function is not sub-modular.     

Community and Social Capital: What Is the Difference?

The ideas of community and social capital have received much attention in the last decade, but are plagued by a multitude of conceptualizations, definitions, and operationalizations. This confusion is problematic for both researchers and policymakers trying to use these concepts. While numerous efforts have been made to clarify "social capital" and "community," too often the two are simply conflated. This paper attempts to distinguish between them by looking at the various ways they are related in concrete examples. Drawn largely from the literature, five examples are offered that together describe the complex interactions of place-based communities and social capital networks. These examples also demonstrate distinctions between community and social capital with regard to boundaries, the qualities of social relations and trust in each, instrumentality, the consequences of one for the other, and issues related to multiple communities in a single place. It is hoped that these distinctions will inform the ongoing efforts to develop unique and useful conceptualizations of these two terms.     

Doing the ‘gender dance’: Black women professionals negotiating gender,race, work and family in post-apartheid South Africa

Transformation imperatives in contemporary South Africa require greater workforce participation by Black South African women but we know very little about their lived experiences. To address this gap, we conducted in-depth semi-structured interviews with black mothers employed in professional occupations. We use an intersectionality lens to show how the interplay of race, gender and organisational culture hinders the advancement of Black women professionals. In doing so, we lay the groundwork for the development of new theory and the implementation of strategies that incorporate contemporary insights on race, gender, work and family.