Suchergebnisse

This study examined the utility of a new conceptualization for understanding older adults' perceptions of control in social situations. Fifty-four participants (Mage = 75.4 years) completed questionnaires and structured interviews assessing social beliefs. Agency
beliefs (about possession of certain social resources) and means-ends beliefs (about the importance of certain social resources) were related to perceived control in social situations. Results indicated that perceived social control was predicted by agency beliefs for all four resources
studied (social skills, effort, helpful/nice others, luck) and by the interaction of agency and means-ends beliefs for the social skills resource. Also, perceived social control was positively correlated with social satisfaction, which further supported the utility of this conceptualization.

Dans plusieurs sociétés industrielles, les décisions concernant linvestissement rurale se prennent dans un contexte dune planification rationnelle a niveau central et dune prise de décision au niveau local. Lorsque le changement provoqué sexprime dans un projet de développement économique sur un territoire donné conçu par rapport à des résultats anticipés précis en courte période, il est utile de concevoir le processus de développement économique comme un processus social dinteraction entre les concepteurs et les clients de telle sorte quil soit possible de comprendre les différences qui existent entre les attentes des premiers et les réalisations des seconds dans la situation de développement. Larticle entreprend de mettre en parallèle les décisions dinvestissement des planificateurs centraux qui veulent transformer les fondements de lindustrie dexportation des bananes dans la vallée de Waidina Fiji, sur une période de cinq ans, et celles des villageois producteurs durant la même période.Rural investment decisions in many postcolonial societies take place within a framework of rational central‐planning and local‐level decision‐making. When induced change occurs in the form of an economic development project over a defined area for a specified short‐term outcome, it is fruitful to view the economic development process as a social process of interaction between developers and developed in order to understand the discrepancies between the expectations of the former and the attainments of the latter in the development situation. This article examines the central planners investment decision to change the production base for the banana‐export industry in the Waidina valley, Fiji, over a five‐year period, and the investment decisions of village producers during this same period.

This paper describes the development of a situation‐based tool to assess emerging adults' social competence with same‐gender friends, providing information about (1) challenges occurring in these relationships, (2) the behaviors used to manage these situations, and (3) the perceived effectiveness of these strategies. Undergraduates (N = 747; 409 women; Mage = 20.16, SD = 1.43) participated in five studies. Transgressions, conflicts of interest, and support situations emerged as key challenges, and emerging adults reported using aggressive, assertive, avoidant, and apologizing behaviors to manage these situations. In general, apologizing and assertive behaviors were judged more effective than aggressive or avoidant behaviors. Results yielded the Inventory of Friendship Challenges for Emerging Adults (IFCEA), which showed expected associations with measures of interpersonal behavior.

This report analyses foreign aid to capacity development in central state institutions in fragile situations. The report discusses five cases with relatively successful outcomes in Afghanistan, Rwanda, Sierra Leone, Liberia and South Sudan These cases show that interventions tend to succeed if they fit well the given situation and context (donor, sector, conflict etc.). This does not imply conforming to the context. In some cases the initiative, which seems to fit the context, may be one that finds a window of opportunity to confront specific malfunctions. Several issues appear as vital for change to occur: First, there has to be strong motivation for capacity development to occur. Second, people are central to institutional change and there is a need to pay close attention both internal and external staff. Third, working with the external relations and environment of an institution may lead to a push for institutional change. Finally, there is a need to balance change in formal systems and procedures with alteration of internal hierarchies and power relations.