文化融合与流动人口城市创业

使用2013年流动人口动态监测调查数据,实证研究了文化融合对流动人口城市创业行为的影响.结果 表明,文化融合显著提高了流动人口城市创业的概率,这一影响是通过增加他们对流入地人身份的认同和在流入地的社会资本实现的.与"生存型"创业相比,文化融合对"机会型"创业的影响要大一些.另外,老一代、高中以下学历的流动人口城市创业行为受文化融合的影响更大一些.因此政府应尽快扫除阻碍流动人口文化融合的制度性因素,改善他们的居住和人文环境,促进其文化融合,最大限度发挥文化融合在流动人口城市创业中的作用.     

外来人口社会融合与中国城市创新

构建社会融合综合指标以及经济、心理、行为、身份各个融合分指标,建立联立方程研究外来人口社会融合对城市创新的影响。结果表明：社会融合和城镇化水平的提升并没有提高城市创新能力,只有建立在社会融合基础上的城镇化才能促进城市创新水平的提升;经济融合、社会融合、文化和行为融合并没有带来城市创新能力的提升,脱离社会融合的城镇化水平对城市创新的影响为负,但城镇化和社会融合四个维度的交互项对城市创新水平的影响为正;人力资本水平和城市规模以及两个变量与社会融合的交互项都有助于提升城市创新水平,说明在相同的社会融合水平下,人力资本水平越高的群体对城市创新能力的影响越大;与中小城市相比,在特大和超大城市中社会融合水平的提升对城市创新能力的影响更大。     

河北省流动人口现状调查

<正>一、流动人口年龄、性别构成在调查的388名城市流动人口中,以青壮年为主,集中在18~55岁这个年龄段的占全部流动人口的90%。其中26到55岁居多。从他们的年龄来看,现在的流动人口是以"第二代农民潮"为主。他们大多身体健康,体力充沛,职业多种多样,     

就地城镇化能否缓解流动人口的健康不平等研究——基于2014年全国流动人口调查数据

流动人口作为新型城镇化的重点关注人群,如何缓解流动人口的健康不平等现象成为新型城镇化高品质发展的重要挑战之一.已有研究发现空间流动特征对其心理健康有着显著的影响作用,而就地城镇化作为新型城镇化的重要举措,是否可以有效缓解流动人口的心理健康不平等值得进一步探究.采用2014年全国流动人口动态监测数据,从流入地、流出地和流...     

进城务工人员的社会支持与社会融合——以南京市为例

本文以南京市为例,结合已有的研究资料,利用质性研究的方法,对进城务工人员的社会支持和社会融合现状进行了深入分析。研究发现:进城务工人员的工作和生活的圈子主要还是依赖于初级关系,政府、社会、社区向流动人口提供的制度性支持非常少,进城务工人员的社会融合的整体程度不高,但是与城市中的有些群体已经有了初步的融合。最后,文章提出了通过社会制度的改革和创新等促进进城务工人员社会融合的政策建议。     

提高城市流动人口社会认同感的对策研究

随着改革开放的深化和城市化进程的加快,中西部地区大量剩余劳动力受经济利益的驱使来到东南部沿海地区,导致大量城市流动人口的出现。包括经济、社会、文化和心理在内的多方面因素,导致这一群体与当地社会的融合过程产生多重阻碍,其中较为突出的表现是流动人口难以获得社会认同感。本文对城市流动人口的社会认同感现状进行了分析,旨在探寻提高其社会认同感的对策。     

人力资本与中国经济增长——基于中国省际面板数据的分析

本文在索罗模型及扩展的索罗模型基础上利用全国28个省区1996-2007年的面板数据进行人力资本、经济增长和区域差异的实证分析.在各省人力资本存量和物质资本存量估算的基础上,通过研究发现:从全国层面看,人力资本对经济增长贡献是显著的,但人力资本弹性与物质资本和劳动力弹性相比,相对较小,人力资本对经济增长的贡献有限;从省区层面,人力资本对很多省份的经济增长的贡献不显著,人力资本并不是各省经济增长的主要动力.     

“以房管人”:流动人口管理的基础

"以房管人"作为社会管理的一项重要基础性工作,在保护流动人口的合法权益、提高流动人口生活质量、调控城市流动人口规模等方面,可以起到较好的效果.目前北京市房屋出租和流动人口管理方面仍存在不少问题,这些问题将阻碍"以房管人"的有效实施.通过改善流动人口的生活条件,引导流动人口从无序流动变为有序流动,最终形成流动人口的理性流动,既保证流动人口生活质量的提高,又能有效调控首都流动人口规模.     

中国流动人口研究进展

流动人口的大量出现是中国城市化和现代化进程中的重要事件,对于流动人口的研究引起了学界的高度关注。通过对近20年中国流动人口研究成果的系统梳理,将中国流动人口研究的重点归纳为以下8个方面:流动人口概念体系、人口迁移的动机、人口迁移的障碍因素、流动人口在城市中生存的资本、流动人口对城市的影响、全国或区域层面的流动人口实证研究、流动人口管理的研究以及流动人口的空间研究。在此基础上对未来的中国流动人口研究提出若干建议。     

"非典"与流动人口管理模式改革路径的选择

从人口迁移规律入手,分析了"非典"流行期间,北京流动人口管理中存在的种种问题,认为这是执行流动人口和户籍人口"分立并行"管理体制的结果;提出了以"居住地人口管理"模式取代"户籍属地管理"模式的改革设想.     

Don't ask me where I'm from: thoughts of immigrants to Catalonia on social integration and cultural capital

Once you get here, you realize that thinking Foucault was writing for you was terribly na?ve, since in reality I did not exist as a subject for anyone like Foucault, or if I did it was only as an object of study’, recalls one of the protagonists in this essay, a collage of fragments of interviews with foreign immigrants from impoverished countries who have settled in Barcelona and other Catalan towns in recent years. Widespread prejudice in the host society dictates that these people are generalized as being on a lower cultural level, anonymous members of the growing mass of immigrants prepared to work at any price. The prejudice seems to be confirmed by the fact that the great majority of them do low-skilled or unskilled work in sectors such as the building trade, hotels and restaurants and domestic service. The reality, however, is very different. The average level of formal education of these immigrants is similar to that of the host population. It is the precariousness of their legal status or the often insurmountable barriers preventing recognition of their academic and/or professional qualifications, or simply cultural prejudice, that condemn them to accept jobs well below their personal potential. Thus, the host society wastes social and cultural capital of the first order, and lays foundations for a permanent division between ‘us’ and ‘them’. This essay offers a modest but revealing sample of the quality and diversity of the ideas and viewpoints of the immigrants themselves, an asset we continue to at best underestimate or more often ignore altogether.     

社会资本与家族企业人力资源管理

人力资源管理对家族企业的竞争和发展起着决定性作用,然而,我国家族企业在人力资源管理上却问题重重,很大程度上制约了家族企业的发展。本文从社会资本的角度来研究家族企业中的人力资源问题,首先阐述了家族企业的社会资本特点,然后指出家族企业人力资源管理问题的罪魁祸首是其社会资本的局限性,最后本文从社会资本视角提出了家族企业人力资源管理问题的解决方案。     

The role of HRM and social capital configuration for knowledge sharing in post-M&A integration: a framework for future empirical investigation

The literature on human resource management (HRM) indicates that HRM plays an important role in merger and acquisition (M&A) integration success, but pays little attention to the mechanisms for knowledge sharing in post-M&A integration. Limited work has been carried out to provide understanding on how social capital and HRM practices influence intra-organizational knowledge sharing in M&A integration. This paper primarily focuses on the phenomenon of social capital and HRM practices – one of the primary means by which knowledge sharing can occur within firms. The main aim of this paper is to provide an alternative framework that introduces the literature on HRM and social capital to discuss how HRM practices and the various dimensions of social capital may enhance knowledge sharing in post-M&A integration. Drawing on the literature on social capital and HRM, we offer an alternative view on the issue of knowledge sharing in M&A integration by explaining how specific HRM practices that have an impact on employees’ knowledge, skills and abilities for participating in knowledge sharing activities may depend on relational, cognitive and structural social capital. We isolate a number of HRM practices and social capital variables that may enhance knowledge sharing in post-M&A integration, and develop a research model and propositions for future empirical investigation.     

Social capital and human resource management in international joint ventures in Vietnam: a perspective from a transitional economy

This study highlights the importance of social capital in international joint ventures (IJVs), and examines human resource practices as a factor shaping such social capital. Comprehensive measures of social capital are developed and tested, which extend prior work on ‘bonding’ and ‘bridging’ social capital. We also link social capital with its anticipated antecedents and consequences. The study's findings are based on data collected from 164 IJVs located in Vietnam. IJV performance was predicted by training and by the level of trust and cooperation between foreign and local personnel. Training (including acquisition of management skills, technology, and cross-cultural understanding) also was predictive of the measures of social capital. A key practical implication arising from this study is that the return on investment from training of joint venture personnel can stem not only from the transfer of technical and management skills needed for developing competitive advantage, but also from the positive impact on social capital, which further contributes to venture success. The establishment of written objectives and plans for the venture, as well as the IJV's level of control regarding its own HR functions also was found to be related to some components of social capital. The findings of this study reinforce the call to build on the contributions of local personnel in joint ventures, and in Vietnam in particular.     

Social Context,Management, and Organizational Performance: When human capital and social capital serve as substitutes

Do internal (administrative human capital) and external (social capital) resources work to reinforce the effects of each other? Work from multiple disciplines has approached this question, and we advance this literature with a theory of social and administrative resources as potential substitutes for each other in the production of public education outcomes. We argue that social capital benefits some groups more than others and that it interacts with management to improve performance. We therefore expect the benefits associated with social capital to be non-uniform across community groups. Using education as our area of study, we find that social capital offers the most direct and unconditional benefits to white students but that management can use human capital resources to compensate disadvantaged students who may lack support and resources outside of the classroom. We do not find support for the expectation that social capital and human administrative capital reinforce the benefits of each other, but we find evidence that the two resource types are substitutable. This implies that management may substitute human capital resources when social capital is low to benefit public program performance.     

Human capital,social capital,and innovation: a multi-country study

The authors examine the effects of two forms of capital, i.e. human capital and social capital, on innovation at the country level. We use secondary data from the World Development Report on a country's overall human development to test for a relationship between human capital and innovation. We also use previous conceptualizations of social capital as comprising trust, associational activity, and norms of civic behaviour to test for relationships between these indicators of social capital and innovation using data from the World Values Survey. Unlike most previous studies that examined human and social capital within a given country, we develop and empirically test a theoretically grounded model that relates human and social capital to innovation at the societal level across 59 different countries, thus providing a more global view of the role of these two forms of capital in generating value. We find strong support for the positive relationship between human capital and innovation and partial support for the positive effect of trust and associational activity on innovation. However, contrary to our prediction, we find a negative relationship between norms of civic behaviour and one of our innovation measures.     

Hiring for Networks: Social Capital and Staffing Practices in Transitional China

This article investigates how firms’ use of social capital criteria in staffing practices has been affected by China's transitional institutional environment and explores the impacts of person‐job fit in the social capital dimension on employees’ performance. Empirical results show that non‐state‐owned enterprises set a higher social capital standard in the hiring process than state‐owned enterprises. Foreign‐invested enterprises outperform other firms in promoting a better match between individuals rich in social capital and the positions that need such resources. In places with intensive market competition, foreign and private enterprises pay even more attention to employees’ social capital when making HR decisions. Moreover, a better match between people and positions from a social capital aspect has a positive impact on employees’ performance. Theoretical and managerial implications are discussed. © 2015 Wiley Periodicals, Inc.