Sibling Conflict and Ineffective Parenting as Predictors of Adolescent Boys' Antisocial Behavior and Peer Difficulties: Additive and Interactional Effects

Extensive sibling conflict is predictive of multiple poor adjustment outcomes during adolescence and early adulthood, but the frequency and developmental impact of such conflict may be conditional on ineffective parenting. Thus, sibling conflict may add to or amplify the negative effects of ineffective parenting on adolescent boys' adjustment. Hypotheses in this study were that: (a) multiple informant measures of problematic parent–child relationships and of sibling conflict would form distinct constructs rather than a single negative family process construct, and (b) ineffective parenting, sibling conflict, and their interaction measured at ages 10 to 12 would predict boys' concurrent status and developmental trajectories for antisocial behavior and peer adjustment across a 4‐year span from ages 12 to 16. Confirmatory factor and latent growth modeling analyses were consistent with these hypotheses, demonstrating the important developmental impact of sibling conflict.     

Corporate funding of the arts in a turbulent environment

Focusing on funding in culture and the arts, the author identifies a distinctive logic of company support for nonprofit organizations. Business giving is increasingly disciplined around company objectives, giving levels are driven by pretax earnings, and giving decisions are the province of managers who draw advice less from the arts community or public agencies than from other companies. At best, turbulence in government funding has modest effect on corporate support. In turn, change in corporate support has little impact on public backing. The separate logics of corporate and government support imply separate and distinctive long-term development strategies for nonprofit organizations.     

The sequential path to transformation management

The requirement for organizational transformation presents a troubling paradox for would-be leaders of change. To achieve significant and lasting transformation, everything about the organization must change. But changing everything at once is simply impossible. In seeking a way through this paradox, the article suggests a sequence of interventions. This is what needs to occur first, second, third, and so on, if transformation is to be effective. Underlying that sequence are the concepts of customer alignment and learning. Driving that sequence is a transformation in leadership style that addresses first sequentially and then simultaneously the twin demands of what Bert Spector refers to a ‘taking charge and letting go’.     

Business restructuring,management control,and corporate organization

Conclusions After half a century of growing dominance of the large corporation by non-owning managers, the 1980s were marked by a slowing or even reversing of their quiet revolution. Professional managers had come to control the corporation on the premise that they could more efficiently produce shareholder value than the original founder-owners. They turned shareholding into a passive investment on the same premise. As companies faced increasingly competitive pressures during the 1980s, however, the legitimacy of the rule of incumbent management came under challenge. No longer could government interference be blamed for many of the problems facing business; fingers pointed at management itself. As the criticism of corporate leadership gathered momentum, a leading diagnosis focused on one of managerial capitalism's crowning achievements: the autonomous power of professional management.The critique viewed the managerial autonomy as excessively permissive, the agency system as no longer effective. Professional managers had come to show too much concern for the social welfare of various stakeholder groups, including themselves, and too little concern for the financial welfare of the only stakeholder group that should really count — the shareholders. Many of the restructuring efforts were thus undertaken in the name of returning companies to the single-minded pursuit of ownership interests. What had stood in the way of such a pursuit was less a matter of government constraint and more a matter of inadequate stockholder vigilance by their appointed agents.Mindful of the critique, incumbent managements moved during the mid- to late-1980s to improve stockholder returns by paring the workforce and cutting other costs. Corporate acquisitions and leveraged buyouts brought new management teams to the fore where others had seemingly fallen short. The resulting restructuring reached a large proportion of the nation's major companies. Half or more of the largest companies had undergone a significant reduction in their workforce. And the dollar value of company resources changing ownership hands expanded considerably. The aggregate purchase price of mergers and acquisitions of publicly-traded firms in 1988 was nearly three times greater than in 1981. Even more striking was the sharp increase in the number of publicly-traded companies and divisions that were taken private. The aggregate dollar value of such buyouts in 1988 had increased almost 25 times over that in 1981. This opening of the market for corporate control among major U.S. firms brought a significant fraction of the nation's large corporations more directly under the immediate oversight of ownership interests.The reassertion of ownership control over large corporations was usually taken in the name of improving corporate earnings. Would be takeover groups generally promised more internal discipline and stronger financial performance. Whatever the actual financial impact of the intensification of ownership interests, available research suggests that it has had organizational impact. General company strategies may come to be more centrally guided while specific operating actions are devolved further down the organization.Ownership change and other restructuring steps have also ramified into corporate social and political action. That outreach is likely to be less vigorous and more divided. It is also being redirected. During the 1970s and early 1980s, corporate energies focused on reducing government regulation and improving community opinion. Those energies are now increasingly focused on facilitating or resisting restructuring. Companies have fought legislation that would limit the process of plant closings, but they have also sought legislation to protect themselves against hostile takeovers.The evidence also suggests that considerable managerial discretion remains in shaping company response to the restructuring pressures. Although market and organizational factors are sure to act as constraints, top management, whether a relatively autonomous non-owning management group or an owner-dominated management, retains an important independent capacity to exercise strategic choice. That choice is likely to receive special shaping by the long-term ascendance of financial managers and the decline of manufacturing personnel at the executive level.Yet corporate change must not be viewed as isolated managerial responses to changing market conditions. Companies and managements frequently look to one another for guidance in coping with ambiguous circumstances. DiMaggio and Powell's analysis of organizational isomorphism, for example, suggests that firms frequently adopt organizational practices not because they are dictated by the firm's market strategies, but rather because they are already used by other companies. Similarly, Granovetter's analysis of the social embeddedness of economic action indicates that company decisions are partially shaped by top management's contacts with their counterparts in other firms. Understanding company responses to restructuring pressures therefore requires a focus on inter-company flows of ideas and doctrines as well as purely internally generated responses specific to the company. Reactions to the restructuring pressures that are collectively developed and defined in the broader business community may prove to be as critical as individually fashioned solutions in guiding management approaches to restructuring during the years to come.

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Investor response to appointment of female CEOs and CFOs

We study the impact of appointing women to top executive positions from an investor perspective. We analyze whether shareholders value announcement of appointment of women to top positions differently than they do appointment of men. This study uses an international sample of 100 announcements of top executive appointments of women who replace men and investigates how shareholders respond to such appointments. This research combines an event study with a matched pair analysis to compare the response from investors regarding appointment of female versus male CEOs and CFOs. We establish that investors do not seem to value appointment of women significantly differently from that of men. This finding suggests that, from the investor perspective, there appears to be no business case for a particular gender when it comes to appointing a CEO or CFO.     

A reconstruction of the size and composition of Jewish Holocaust survivors in the Netherlands, 1945

Compared to other countries that have suffered from the Nazioccupation, the destructive impact of the Holocaust on theJewish population has been particularly strong in the Netherlands. This paper gives a demographicreconstruction of the Jewish population in the Netherlands by the end of the war (1945),disaggregated by age and sex. The reconstruction is based on two approaches: a forwardprojection 1941–1945, starting from registration data supplemented by information onHolocaust losses; and a backward projection 1966–1945, starting from an enumerationof Halachic Jews carried out in 1966. The two approaches yieldtwo estimates that are comfortingly similar.     

The Moderating Effect of Living with a Child Before Incarceration on Postrelease Outcomes Related to a Prison-Based Parent Management Training Program

ABSTRACT

With the rapid growth in incarceration in the United States over the past few decades came dramatic growth in the number of the incarcerated parents with at least one minor child. Parental incarceration places extra stresses and strains on families and children. Almost all of those incarcerated will eventually be released. However, the majority of those released from prison will be rearrested within a year. Finding interventions that can decrease the likelihood of returning to crime and to incarceration are of utmost importance. Using a social bond theory framework, the authors examine the moderating effect of living with a child before incarceration on program outcomes related to a prison-based parent management training program. A significant effect was found. Implications for these findings are discussed for future research and practice.     

An approach to design long-term monitoring and evaluation frameworks in multi-actor systems--a case in water management

Learning-by-doing and adaptive management require careful monitoring and evaluation of the outcomes of environmental policies and programs under implementation. Selecting relevant indicators is difficult, especially when monitoring over a longer period of time. Further challenges arise when policies are developed as a collaborative effort among multiple actors. This paper discusses an approach to design frameworks for long-term monitoring and evaluation in multi-actor systems. It uses Dynamic Actor Network Analysis (DANA) as an actor-sensitive method to reconstruct program theories. This is combined with elements of assumption-based planning to identify critical assumptions and associated indicators to incorporate the dynamic aspects related to long-term monitoring. An application of this approach is described for a case of water management in the Netherlands. Here, mapping multiple perspectives and identifying critical assumptions helped to broaden the scope of monitoring in important ways. Identifying associated indicators and expectations on their development in response to policy implementation proved more difficult. From this case, it can be concluded that the approach is feasible, useful, but also demanding. However, with continuing trends of networked governance and adaptive management, additional efforts to reflect these trends in monitoring and evaluation, through this and similar approaches, are needed.     

Context Matters: Explaining How and Why Mobilizing Context Influences Motivational Dynamics

The emphasis in the social-psychological collective action literature is on why individuals take part in collective action; however, it does not elaborate on how different mobilizing contexts may appeal to distinct motivational dynamics to participate. The present study connects the microlevel of motivational dynamics of individual protesters with the mesolevel of social movement characteristics. To do so a field study was conducted. Protesters were surveyed in the act of protesting in two different demonstrations in two different town squares simultaneously organized by two social movements at exactly the same time against the same budget cuts proposed by the same government. But with one fundamental difference, the movements emphasized different aspects of the policies proposed by the government. This most similar systems design created a unique natural experiment, which enabled the authors to examine whether the motivational dynamics of individual protesters are moderated by the social movement context. Previous research suggested an instrumental path to collective action, and the authors added an ideology path. The authors expected and found that power-oriented collective action appeals to instrumental motives and efficacy and that value-oriented collective action appeals to ideological motives, and, finally, that efficacy mediates on instrumental motives and motivational strength, but only so in power-oriented action.