Suchergebnisse

AbstractUneven development has long been a critical issue in geography and urban studies, leading to economically inefficient urbanization, environmentally unbalanced regions, and socially unequal livelihoods. As one result, primate cities and urban primacy form within a hierarchical urban system, to which urban and regional planning must positively respond. It is worth noting that Thailand has experienced a number of important urbanization issues related to developing countries, such as semicolonialism and internal colonialism. This study aims to investigate regional uneven development based on primacy theory and the rank‐size rule, which are common in most Asian and developing countries. We examined the urbanization processes in Thailand, from 2000 to 2015, by looking at factors of population, GDP, land use, transportation networks, and nighttime light, which provide very recent regional development patterns. The second set of analyses explained the degree of primacy among different provinces and their ranking hierarchies. By presenting the persistent disparities of contemporary urbanization in Thailand and exploring its driving forces, this study offers insights into planning and policy and underscores the importance of regional coordinated development for achieving sustainable urbanization in Southeast Asian countries.

Employees who experience psychological contract violation may quit the organization and join a new organization. However, how past psychological contract violation influences employees' behavior in the new organization is less understood. Drawing on the social-cognitive model of transference, we hypothesize that past psychological contract violation is associated with lower psychological ownership and higher job insecurity in the new organization. These adverse transference effects can be buffered by institutionalized socialization tactics in the new organization. Furthermore, past psychological contract violation influences employees' present deviant behaviors through psychological ownership and job insecurity in the new organization. These indirect effects are weaker when the new organization uses more (vs. less) institutionalized socialization tactics. The results across two field studies provide consistent and robust support for our hypothesized model. We discuss how our findings shed light on the transference effects of psychological contract violation and how to attenuate these harmful effects.