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Dealing with the post-World War II security issues, in this article I outline an approach that takes into account the context of the weak states in Third World environments. In this respect, first of all I make a case that domestic politics should be factored in the security concerns of states. Especially in the Third World context domestic political and social dissentions become key factors in defining foreign policy behavior of such states. Secondly, I highlight regional context, especially unstable regional conditions, regional hierarchies, and other factors that contribute to conflict propensities of states situated in the Third World environments. Finally, I make a case that, compared to democracy, legitimacy is a better variable to explain the link between domestic politics and foreign policy behavior of the Third World states. Legitimacy is not only value-neutral variable, but can also be applied across time and place.

Three major questions are raised in this paper. First, why did the Dengist leadership pursue the 'specific' reform policies that ultimately proved to be successful? Second, how could the Chinese Communist party (CCP) legitimise its role in society after compromising on most of the socialist agenda? And third, why has the economic liberalisation not led to the democratic form of government in China even after more than two decades of reforms? By using Berman's ideational approach (Berman 1998), it is found that a specific variant of socialism, which also allowed some of the capitalist tendencies, became institutionalised in the early history of the CCP. The 'programmatic beliefs' and 'policy legacies', which characterise this variant of socialism in China, constrained and guided the Dengist leadership to pursue the reforms that were compatible with Chinese conditions. As these reforms were within the framework of the 'programmatic beliefs' of the CCP, the party did not face legitimacy crisis in the eyes of the Chinese people, and thus retained its power after reforms.

Abstract
The important feature of effective manager is to understand emotions in an effective method. This study looks into cultural variations in trait Emotional Intelligence among the business managers from the provinces of Pakistan i.e. Sindh, Punjab, Khyber Pakhtunkhwa and Balochistan. Comparing rotated component matrixes of these four provinces revealed the four traits emotional intelligence factors, Well-being, Self-control, Emotionality, and Sociability of these provinces. Short-form of Trait emotional intelligence Questionnaire developed by Petrides [2009] has employed to measure the 404 business managers from four provinces in present article. The results revealed evident the cultural differences in trait emotional intelligence scores with the business managers of Sindh scoring consistently higher than other three provinces and the business managers from Balochistan province scores are at lowest. These cross cultural differences may have ramification for global EI trait, well-being, self-control, emotionality and sociability in business manager's performance, negotiation, conflict management, decision making and organizational development.