Suchergebnisse

Foundational studies of political behavior find that university education facilitates the development of political attitudes and shapes socialization outcomes. But in unconsolidated democracies where identity is politically salient and ethnic political parties dominate, education may play a different role in shaping mass politics. In this paper, we develop a framework for understanding the consequences of political party intervention in annual university elections, a common feature of university life in the Middle East and the Global South. We draw on pre- and post-election surveys at the American University of Beirut in Lebanon to argue that ethnic political parties rely on partisan students to act as "party agents" who mobilize unaffiliated students through intensive peer-to-peer contact. Using a conjoint experiment embedded in both survey waves, we show that the university elections increase support in hypothetical national elections for in-group political elites and, to a lesser extent, ethnic political parties. By locating the university as an understudied site of competitive and contentious politics, our findings contribute new insights regarding the role of education in shaping political attitudes. We show that the persistence of ethnic political power can be attributed in part to party activity in less obviously political arenas that have not been systematically studied.

A key approach to understanding cross-national variations in leadership is to examine how leaders handle routine events within their span of control. The sources of guidance employed by samples of middle and senior managers in four Arab nations were surveyed. Saudi managers showed the expected traditional and personalistic pattern of relatively strong reliance on both formal rules and unwritten rules, as well on as co-workers and subordinates. Respondents from Qatar, Oman and Lebanon each differed from this pattern in ways consistent with theories of modernity. Correlations with evaluations of how specific work events had been handled in each nation confirmed the presence of distinctive leader styles. The assumption that there is a relatively uniform style of leadership across Arab nations is thus questioned.

The present article has two objectives. First, general issues for developing and testing cross cultural multi-level models such as variable identification, measurement, sampling and data analysis are discussed. A second aim is to illustrate some of these issues by developing a multi-level framework incorporating variables at an individual, organizational and national level. The goal is to explain cross cultural differences in extra-role behaviour. Based on a review of previous multi-level research and cross cultural research it is proposed that the effect of national culture on work attitudes and behaviour is mediated by organizational practices. The framework is formulated using recent recommendations for the development of multi-level models.

Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers' reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede's national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.