From the kinetic theory of active particles to the modeling of social behaviors and politics

This paper deals with the modeling of complex social systems by methods of the mathematical kinetic theory for active particles. Specifically, a recent model by the last two authors is analyzed from the social sciences point of view. The model shows, despite its simplicity, some interesting features. In particular, this paper investigates the ability of the model to describe how a social politics and the disposable overall wealth may have a relevant influence towards the trend of the wealth distribution. The paper also outlines various research perspectives.     

Action embedded in social structure: A systematic theory Part I,theory and evidence

This research develops a systematic theory, which premises a responsible and reasonable actor, of how social structure can affect rational social action, applies this general theory to explain 29 specific empirical findings about voting, and illustrates how deductive theories can synthesize prior empirical findings and provide a focus for subsequent empirical research. Part II, Explanations applies the systematic theory to account for specific empirical propositions that relate social statuses to the decisions voters make. Voters are classified by such graduated social statuses as socioeconomic class, age, and education; and by such nominal social statuses as religion, urban or rural residence, region, gender, race, and ethnicity. Positions on two key issues affect voting choice, the desire for economic equity and the desire for social equality. The members of the various social groups interpret these issues as they affect their own self-interest, and align with the party they perceive as furthering their interests. To corroborate aspects of the theory and to quantify the effects of the variables, survey data are analyzed.     

Chaos theory and social science: A methodological analysis

This article investigates the relevance of chaos theory for social science. The application of chaos models in the analysis of social phenomena is accompanied by some important scientific problems. First, whether observations of social phenomena are generated by nonlinear dynamics cannot be ascertained beyond considerable doubt, especially when these observations contain measurement errors; i.e., there is a problem of external validity. Secondly, and more important, as a theory of irregular cyclical social behaviour is lacking, inductive-statistical theoryformation about such behaviour, which is based on fitting a mathematical model of chaos to observations of social phenomena, is impossible unless additional information is used concerning the context and circumstances wherein the social phenomena occur; i.e., the internal validity of any theoretical explanation that is derived from only a fitted mathematical model (of chaos) cannot be assessed. So, research into the suggestion derived from mathematical chaos theory that irregular cycles may be present in the development of social phenomena over time requires theory-formation about irregular cyclical social behaviour on the basis of established theoretical insights and empirical evidence instead of fitting sophisticated mathematical models of chaos to observations of social phenomena.     

资本主义与城市社会变迁--新马克思主义城市理论视角

新马克思主义城市理论是对20世纪60年代以来西方城市社会发展和变迁中出现的城市问题进行的一种理论解读.它认为在现代资本主义社会,城市屈从于一个更大系统,是资本主义体系的一部分,对城市的理解和认识必须放到资本主义生产方式理论框架下去考察,资本主义体系包含着内在的基本矛盾,正是这些基本矛盾影响并决定着资本主义城市社会的发展,城市的变迁连接、反映并调节着资本主义基本矛盾,是与资本积累、资本循环、劳动力再生产等资本主义运作过程相联系的,体现了资本主义的运作逻辑.新马克思主义城市理论发展并创新了马克思主义理论,为丰富和发展城市社会学理论做出了很大贡献.     

Knowledge-sharing in R&D departments: a social power and social exchange theory perspective

Sharing knowledge in an R&D team is one of the crucial ways of sustaining a competitive advantage. According to the social power theory, managers have five types of power to influence subordinates' behavior (French and Raven 1959 French, J. and Raven, B.H. 1959. The Bases of Social Power. Studies in Social Power, Ann Arbor, MI: Institute for Social Research.  [Google Scholar]). This study examines managers' social power influencing R&D employees' knowledge-sharing behavior. The empirical model formed two nested models, one to assess the direct effect of managers' social power on employees' knowledge-sharing behavior, and the other to examine the indirect effect of using the mediated variable of trust.

Data gathered from 105 R&D employees were employed to examine the relationship. The results indicate that manager's reward power and expert power have direct effects, while reference power and expert power have indirect effects.     

Action embedded in social structure: A systematic theory Part II,explanations

This research develops a systematic theory, which premises a responsible and reasonable actor, of how social structure can affect rational social action, applies this general theory to explain 29 specific empirical findings about voting, and illustrates how deductive theories can synthesize prior empirical findings and provide a focus for subsequent empirical research. Part II, Explanations applies the systematic theory to account for specific empirical propositions that relate social statuses to the decisions voters make. Voters are classified by such graduated social statuses as socioeconomic class, age, and education; and by such nominal social statuses as religion, urban or rural residence, region, gender, race, and ethnicity. Positions on two key issues affect voting choice, the desire for economic equity and the desire for social equality. The members of the various social groups interpret these issues as they affect their own self-interest, and align with the party they perceive as furthering their interests. To corroborate aspects of the theory and to quantify the effects of the variables, survey data are analyzed.     

Increasing human and social capital by applying job embeddedness theory

Most modern lives are complicated. When employees feel that their organization values the complexity of their entire lives and tries to do something about making it a little easier for them to balance all the conflicting demands, the employees tend to be more productive and stay with those organizations longer. Job embeddedness captures some of this complexity by measuring both the on-the-job and off-the-job components that most contribute to a person's staying. Research evidence as well as ample anecdotal evidence (discussed here and other places) supports the value of using the job embeddedness framework for developing a world-class retention strategy based on corporate strengths and employee preferences.To execute effectively their corporate strategy, different organizations require different knowledge, skills and abilities from their people. And because of occupational, geographic, demographic or other differences, these people will have needs that are different from other organizations. For that reason, the retention program of the week from international consultants won’t always work. Instead, organizations need to carefully assess the needs/desires of their unique employee base. Then, these organizations need to determine which of these needs/desires they can address in a cost effective fashion (confer more benefits than the cost of the program). Many times this requires an investment that will pay off over a longer term – not just a quarter or even year. Put differently, executives will need to carefully understand the fully loaded costs of turnover (loss of tacit knowledge, reduced customer service, slowed production, lost contracts, lack of internal candidates to lead the organization in the future, etc., in addition to the obvious costs like recruiting, selecting and training new people). Then, these executives need to recognize the expected benefits of various retention practices. Only then can leaders make informed decisions about strategic investments in human and social capital.

Selected bibliography

A number of articles have influenced our thinking about the importance of connecting employee retention strategies to business strategies:

• R. W. Beatty, M. A. Huselid, and C. E. Schneier. “New HR Metrics: Scoring on the Business Scorecard,” Organizational Dynamics, 2003, 32 (2), 107–121.

• Bradach. “Organizational Alignment: The 7-S Model,” Harvard Business Review, 1998.

• J. Pfeffer. “Producing Sustainable Competitive Advantage Through the Effective Management of People,” Academy of Management Executive, 1995 (9), 1–13.

• C. J. Collins, and K. D. Clark. “Strategic Human Resources Practices and Top Management Team Social Networks: An Examination of the Role of HR Practices in Creating Organizational Competitive Advantage,” Academy of Management Journal, 2003, 46, 740–752.

The theoretical development and empirical support for the Unfolding Model of turnover are captured in the following articles:

• T. Lee, and T. Mitchell. “An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover,” Academy of Management Review, 1994, 19, 57–89.

• B. Holtom, T. Mitchell, T. Lee, and E.Inderrieden. “Shocks as Causes of Turnover: What They Are and How Organizations Can Manage Them,” Human Resource Management, 2005, 44(3), 337–352.

The development of job embeddedness theory is captured in the following articles:

• T. Mitchell, B. Holtom, T. Lee, C. Sablynski, and M. Erez. “Why People Stay: Using Job Embeddedness to Predict Voluntary Turnover,” Academy of Management Journal, 2001, 44, 1102–1121.

• T. Mitchell, B. Holtom, and T. Lee. “How To Keep Your Best employees: The Development Of An Effective Retention Policy,” Academy of Management Executive, 2001, 15(4), 96–108.

• B. Holtom, and E. Inderrieden. “Integrating the Unfolding Model and Job Embeddedness To Better Understand Voluntary Turnover,” Journal of Managerial Issues, in press.

• D.G. Allen. “Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover?” Journal of Management, 2006, 32, 237–257.

Executive SummaryEmployee turnover is costly to organizations. Some of the costs are obvious (e.g., recruiting, selecting, and training expenses) and others are not so obvious (e.g., diminished customer service ability, lack of continuity on key projects, and loss of future leadership talent). Understanding the value inherent in attracting and keeping excellent employees is the first step toward investing systematically to build the human and social capital in an organization. The second step is to identify retention practices that align with the organization's strategy and culture. Through extensive research, we have developed a framework for creating this alignment. We call this theory job embeddedness. Across multiple industries, we have found that job embeddedness is a stronger predictor of important organizational outcomes, such as employee attendance, retention and performance than the best, well-known and accepted psychological explanations (e.g., job satisfaction and organizational commitment). The third step is to implement the ideas. Throughout this article we discuss examples from the Fortune 100 Best Companies to Work For and many others to demonstrate how job embeddedness theory can be used to build human and social capital by increasing employee retention.     

Causality in social theory via linguistic fuzzy logic

I present a new approach to the study of causality in social theory using linguistic fuzzy logic as a framework. This approach differs from conventional analysis of causality on two fronts. First, all variables are considered to possess two degrees of freedom (or variation): a linguistic nuance value, which corresponds to what we conventionally refer to as interval or categorical value, and a linguistic truth value, which measures our confidence level in this nuance value. Second, combining this double fuzzification of variables with linguistic fuzzy logic I propose new tools for studying fuzzy causality. The linguistic fuzzy logic approach is illustrated through a re-examination of Skocpol’s (1979, States and social revolutions: a comparative analysis of France, Russia, and China. Cambridge University Press, Cambridge) theory of social revolution.     

曾香桂:依法治业 完善社保体系

<正>我们必须看到全面推进依法治国,不仅仅只是行政部门和执法部门的事情,还需要广泛的群众基础,需要群众真正认识到法律与自己的生活息息相关,本期出镜人物:曾香桂全国人大代表、东莞市物业管理协会副会长、东莞瑞丰物业服务有限公司助理总经理     

Structural equation modeling and the latent linearity hypothesis in social and behavioral research

The issue of sensitivity of the structural equation modeling (SEM) methodology to violations of the underlying hypothesis of linear latent relationships is the focus of this paper. The identity of overall goodness-of-fit indices of an initially considered linear latent pattern model and of an equivalent model not making this assumption exemplifies the lack of routinely available global means within the methodology to evaluate the linearity assumption. It is next focused on the sensitivity of SEM to violations of presumed linearity for a general, nonlinear pattern of true relationship. The results of a simulation study are then presented which demonstrate that latent correlations and percentage explained variance as well as parameter standard errors and model residuals can provide critical information about violation of latent linearity, and should therefore also be focused on when examining departures from linear relationships at the latent level in applications of the SEM methodology in social and behavioral research.     

A regularity theory of causality for the social sciences

Quality & Quantity - This article discusses a regularity theory of causality (RTC) for the social sciences. With RTC, causality is a relationship between X and Y characterized by three...     

城市空间、社会分层与社会和谐

我国90年代以来的城市化浪潮,不仅是一个规模扩展的过程,也是一个利益重构与社会分化的过程,并带来城市居住空间上的"阶层化".这种社会阶层在生活空间上的疏离与隔膜对社会和谐造成负面影响,解决的途径可选择:适度的多样化混居;改造和提升弱区位的公共服务;充分考虑到外来工的生活居住问题等.     

Making a match: Combining theory and evidence in policy-oriented macroeconomic modeling

A persistent question in the development of models for macroeconomic policy analysis has been the relative role of economic theory and evidence in their construction. This paper looks at some popular strategies that involve setting up a theoretical or conceptual model (CM) which is transformed to match the data and then made operational for policy analysis. A dynamic general equilibrium model is constructed that is similar to standard CMs. After calibration to UK data it is used to examine the utility of formal econometric methods in assessing the match of the CM to the data and also to evaluate some standard model-building strategies.     

Gender,social salience,and social performance: how women pursue and perform in social ventures

Abstract

We investigate how women that start organizations contribute to the creation of social value in communities and society. We draw on theory from gender self-schemas and social identity theory to explain how women with a female gender-self schema have a natural inclination to create organizations with social goals and intentions in mind. We label these social goals and intentions as social salience and draw on goal theory and existing understandings on intentions to explain how the presence of a social salience in an organization is related to the social performance of their organization. Utilizing structural equation modeling, we show that gender positively influences social salience that subsequently has a positive relationship with the social performance of the organization. We also show that social salience fully mediates the relationship between gender and social performance implying that gender alone is not enough to explain the social performance of an organization. We conclude by highlighting the implications, contributions, and future research that result from our findings.