The present historical moment may seem a particularly inopportune time to review Bowling Alone, Robert Putnam's latest exploration of civic decline in America. After all, the outpouring of volunteerism, solidarity, patriotism, and self-sacrifice displayed by Americans in the wake of the September 11 terrorist attacks appears to fly in the face of Putnam's central argument: that \"social capital\" -defined as \"social networks and the norms of reciprocity and trustworthiness that arise from them\" (p. 19)'has declined to dangerously low levels in America over the last three decades. However, Putnam is not fazed in the least by the recent effusion of solidarity. Quite the contrary, he sees in it the potential to \"reverse what has been a 30to 40-year steady decline in most measures of connectedness or community.\"' As an example of how the current \"war on terrorism\" could generate a durable civic renewal, Putnam points to the burst in civic practices that occurred during and after World War II, which he says \"permanently marked\" the generation that lived through it and had a \"terrific effect on American public life over the last half-century.\" 3 If Americans can follow this example and channel their current civic

Bowling alone: The collapse and revival of American community

The Structural Transformation of the Public Sphere: An Inquiry into a Category of Bourgeois Society

The Social Psychology of Organizations.

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Internet-mediated sharing is growing quickly. Millions of users around the world share personal services and possessions with others ‒ often complete strangers. Shared goods can amount to substantial financial and immaterial value. Despite this, little research has investigated privacy in the sharing economy. To fill this gap, we examine the sharing–privacy nexus by exploring the privacy threats associated with Internet-mediated sharing. Given the popularity of sharing services, users seem quite willing to share goods and services despite the compounded informational and physical privacy threats associated with such sharing. We develop and test a framework for analyzing the effect of privacy concerns on sharing that considers institutional and social privacy threats, trust and social-hedonic as well as monetary motives.

The role of privacy concerns in the sharing economy

Based on a qualitative survey among 203 US workers active on the microwork platform Amazon Mechanical Turk, we analyze potential biases embedded in the institutional setting provided by on-demand crowdworking platforms and their effect on perceived workplace fairness. We explore the triadic relationship between employers, workers, and platform providers, focusing on the power of platform providers to design settings and processes that affect workers’ fairness perceptions. Our focus is on workers’ awareness of the new institutional setting, frames applied to the mediating platform, and a differentiated analysis of distinct fairness dimensions.

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Unfairness by Design? The Perceived Fairness of Digital Labor on Crowdworking Platforms

Social media are becoming increasingly popular in scientific communication. A range of platforms, such as academic social networking sites SNS, are geared specifically towards the academic community. Proponents of the altmetrics approach have pointed out that new media allow for new avenues of scientific impact assessment. Traditional impact measures based on bibliographic analysis have long been criticized for overlooking the relational dynamics of scientific impact. We therefore propose an application of social network analysis to researchers' interactions on an academic social networking site to generate potential new metrics of scientific impact. Based on a case study conducted among a sample of Swiss management scholars, we analyze how centrality measures derived from the participants' interactions on the academic SNS ResearchGate relate to traditional, offline impact indicators. We find that platform engagement, seniority, and publication impact contribute to members' indegree and eigenvector centrality on the platform, but less so to closeness or betweenness centrality. We conclude that a relational approach based on social network analyses of academic SNS, while subject to platform-specific dynamics, may add richness and differentiation to scientific impact assessment.

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A relational altmetric? Network centrality on ResearchGate as an indicator of scientific impact

Purpose – In this paper, the authors aim to identify a range of non‐financial factors that play a role in the formation of a company's image, and ultimately its valuation, on capital markets. By identifying and highlighting their relative importance to the perceptions of equity analysts, the authors seek to show that investor relations are best understood as a strategic communication function rather than a mere purveyor of pure financials.Design/methodology/approach – The findings are based on a two‐tiered approach, relying on qualitative interview data collected among 42 equity analysts and a subsequent exploratory factor analysis performed on data obtained from a survey among 134 buy‐ and sell‐side analysts.Findings – The authors argue that equity analysts consider the following eight categories of non‐financial information when forming an impression of a company: the stakeholder relations of an organization, its corporate governance, its corporate social responsibility, its reputation and brand, the qu...

Investor relations beyond financials: Non‐financial factors and capital market image building

Privacy concerns among Internet users are consistently found to be high. At the same time, these concerns do not appear to generate a corresponding wave of privacy protection behavior. A number of studies have addressed the apparent divergence between users’ privacy concerns and behavior, with results varying according to context. Previous research has examined user trust, lack of risk awareness and the privacy calculus as potential solutions to the “privacy paradox”. Complementing these perspectives, we propose that some users faced with seemingly overwhelming privacy threats develop an attitude of “privacy cynicism”, leading to a resigned neglect of protection behavior. Privacy cynicism serves as a cognitive coping mechanism, allowing users to rationalize taking advantage of online services despite serious privacy concerns. We conduct an interdisciplinary literature review to define the core concept, then empirically substantiate it based on qualitative data collected among German Internet users.

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Christian Pieter Hoffmann

Papers

The role of privacy concerns in the sharing economy

Unfairness by Design? The Perceived Fairness of Digital Labor on Crowdworking Platforms

A relational altmetric? Network centrality on ResearchGate as an indicator of scientific impact

Investor relations beyond financials: Non‐financial factors and capital market image building

Privacy cynicism: A new approach to the privacy paradox