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)

Zwischenbericht - Das DIVSI-Forschungsprogramm "Beteiligung im Internet" (https://www.alexandria.unisg.ch/Projekte/219646) untersucht Voraussetzungen fur sowie Formen und Folgen von Beteiligung im Internet. Nachdem in einem ersten Schritt die wissenschaftliche Literatur zum Thema analysiert wurde (https://www.alexandria.unisg.ch/Publikationen/230981), wendet sich die vorliegende Studie empirisch der Nutzersicht zu. Basierend auf Online- und Offline-Fokusgruppen mit etwa 100 Vertretern der DIVSI Internet-Milieus wird erkundet, was "Beteiligung im Internet" im Alltag bedeutet, in welchen Bereichen sie stattfindet und welche Aktivitaten sie umfasst. Vorteile werden herausgearbeitet und Hurden beleuchtet.

DIVSI-Studie: Beteiligung im Internet : Wer beteiligt sich wie?

Online tools such as social media provide new opportunities for citizens and stakeholder groups to be informed, identify common interests, express and share opinions and demands, organize, and coordinate interventions. Therefore, the Internet could be expected to be a powerful tool for corporations' stakeholder engagement efforts. In order to provide an overview of current findings on the impact of new digital media on stakeholder engagement, we conduct a systematic literature review. Our analysis reveals five topical categories of inquiry, which we term political/civic, business, cultural, health, and education participation. We analyze studies from the field of business participation and find a strong bias towards consumer engagement and marketing issues. Only few studies are found to critically explore the effect of online media on power and value distribution between corporations and stakeholders. We then turn to the more established field of political and civic participation in order to further analyze antecedents, forms and outcomes of online participation. Finally, we derive propositions for future research into online stakeholder engagement.

The Impact of Social Media on Stakeholder Engagement

Immer mehr borsennotierte Unternehmen erkennen die Attraktivitat von Online-Communities fur ihre Finanzkommunikation. Vor einem Einsatz sollten Unternehmen die verfugbaren Optionen sorgfaltig abwagen. Forschungsergebnisse zu Online-Communities geben Aufschluss, wie eine erfolgreiche Einbindung von Aktionaren uber Online-Plattformen gelingen kann.

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Aktionäre durch Online Communities einbinden

Das wichtigste Instrument in der Finanzkommunikation ist uberfordert. Durch immer umfangreichere Anspruche von allen Seiten stosst der Geschaftsbericht an seine Grenzen. Darin liegt eine grosse Chance: Um den steigenden Anforderungen auch in Zukunft ge-recht zu werden, muss er multimedial werden und individueller die Bedurfnisse der Ziel-gruppen bedienen.

Christian Pieter Hoffmann

Papers

DIVSI-Studie: Beteiligung im Internet : Wer beteiligt sich wie?

The Impact of Social Media on Stakeholder Engagement

Aktionäre durch Online Communities einbinden

Die Zukunft des Geschäftsberichts

Are weak relations working? Sharing platforms and social capital