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While land management can be a subject of conflict in places where the composition of landowners is socially and culturally diverse, it also holds the potential of bringing landowners together across social groups. This chapter uses the case of a peri-urban area near Copenhagen, Denmark, to examine the relations landowners have through their use and management of land within and across social groups. To elaborate the analysis and discussion of social groups, social coherence and fragmentation, this chapter introduces the concepts of homophily and self-categorisation. Interviews with 40 landowners from two parishes addressed four types of land-based relations: (1) exchange of help and services; (2) debate of farming/management; (3) shared interests and (4) friendship. While the pattern of relations overall supported the idea that people interact more with their own social group, the analysis also showed areas of interaction across groups as well. Three overall themes summarise important areas of cohesion/fragmentation: (1) Rented land and contracting, (2) Common interests between landowners including hunting, farming and horses, (3) Urgency and geographic proximity.

I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which bargaining takes place, and attempt to provide some guidelines for management action. We look at the development, theory, and present framework of bargaining structure in Britain and then examine it in terms of choices: multi‐employer versus single employer, company versus plant level bargaining, and the various public policy issues involved.

The paper's aim is to introduce the interactive acculturation model (IAM) of Bourhis et al. to predict how disconcordance in acculturation orientations between host community and immigrant workers relates to the quality of intergroup work‐relations.

The sample consisted of 141 host community (Dutch) and 41 non‐western immigrant workers of a postal service company who filled out a questionnaire. Methods of analyses include analysis of variance and multiple regression.

In line with the IAM, results showed that a higher disconcordance in preferred acculturation orientations between host community and immigrant workers related to a poorer quality of intergroup work‐relations. However, intergroup contact moderated this relationship differently for host community and immigrant workers.

Data are cross‐sectional and collected in one organization. Future studies should replicate the findings to other organizational contexts, cultural groups, and collect longitudinal data to determine causal effects.

Organizations should monitor disconcordance in acculturation orientations amongst host community and immigrant workers. A multicultural culture in organizations may reduce disconcordance in acculturation orientations between host community and immigrant workers.

The paper helps to explain the mixed findings in cultural diversity research so far, by demonstrating that disconcordance in acculturation orientations relates negatively to intergroup work‐relations in a multicultural workplace.

This study aims to explore intergroup relations between two Jewish religious groups in Israel, namely, ultra-Orthodox and national-religious communities, by using an integrated model that combines two psychosocial concepts: perceptions of collective narratives and identity strategies.

Data were collected from a representative sample of 402 ultra-Orthodox and 388 national-religious Jews living in Israel, of age 18 and over. Repeated-measures ANOVAs were conducted to examine group differences in perceiving in-group and out-group collective narratives and in patterns of identity strategies. Further, partial correlations and hierarchical multiple regression analyses were conducted to test the relative contribution of perceptions of collective narratives and patterns of identity strategies.

Willingness to compete with and to separate from the out-group was related to the tendency to reject its collective narrative while endorsing the in-group one. In the same vein, the opposite pattern was found in the relations between willingness to integrate and unite with the out-group and the perceptions of collective narratives. The results also indicate group differences: the ultra-Orthodox exhibited stronger tendencies to preserve their in-group collective narratives and to reject the out-group, as well as stronger endorsement of identity strategies of competition and separation compared to national-religious.

The results suggest that it might be useful to encourage dialogue between both groups to clarify each side’s narratives and rationale underlying the endorsement of specific identity strategies. Such an open dialogue could help each group understand the other group’s needs and might also reduce their sense of threat as well as anxiety about losing their religious and social uniqueness. One possible opportunity for such dialogue is workplaces in which members of each group can gradually uncover stereotypes, enhancing reconciliation and willingness to accept the “other’s” collective narrative and choose to adhere more to the similar than dissimilar characteristics.

This is the first study, to the best of the authors’ knowledge, to examine collective narratives and identity strategies as powerful indicators of intergroup relations between two minority groups of the same religion. Within such a unique context, the power struggle exists and the separation and competition strategies are apparent, but the main conflictual issue is related to similarities and discrepancies of religious ideologies, values, norms and worldviews that shape one’s daily life and his/her encounter with the similar but different “other”.

The emergence of dyadic resource exchange relations in transition economies provides a unique opportunity to study the process by which interfirm exchange relations develop. I use data on China's 40 largest business groups and their 535 member firms in the first five years of business group formation to investigate the effects of environmental uncertainty, interfirm familiarity, and organizational flexibility on the strength of repeated interfirm resource exchange ties. I model 16,306 ordered pairs of dyadic relations as a function of organization, dyad, and regional covariates to evaluate ideas derived from resource dependence theory and research on social dilemmas. I find that even when less expensive alternatives are available, exchange ties are stronger when the sending firm has secure access to the resource and when the receiving firm is located in an uncertain environment. In addition, exchange ties are stronger between firms that had prior social connections, particularly when environmental uncertainty is high. Finally, the strength of ties decreases where the receiving firm is able to modify its basic priorities so as to do without the resource, particularly when the receiver is exposed to relatively high levels of environmental uncertainty. These results simultaneously lend support for some of the basic propositions of resource dependence theory, provide insight into the process by which interfirm relations develop, and identify relationships of interest to strategists and policy makers.

Previous articles in this series have dealt with developing effective training strategies and discussed the role of the trainer in relation to a process of industrial relations change. The use of particular training methods and techniques can thus be seen as the last link in this chain; certainly many organisations see selection of training methods as the $64,000 question. At the end of the day industrial relations change boils down to changes in individual and group behaviour which are often fundamental. Yet this is the point where most managements come unstuck — how can these changes be brought about? A search for some magic formula in terms of a particular method or technique often results either in utter confusion when faced with the vast range of alternatives available or frustration that the one particular approach tried has not provided all the answers. In fact training techniques and methods associated with effective industrial relations change programmes have to be viewed as an integral part of an overall dynamic process rather than as the last link in a chain. We are therefore concerned with appropriate change techniques throughout the process.

The purpose of this paper is to theoretically clarify the relationship between public service motivation and performance by suggesting a framework in which social networks among members provide an explicit mechanism linking employees’ PSM with their performance and by proposing several empirically testable propositions.

The author suggests a theoretical framework based on a literature review and combining insights from several major strands of theory including social capital and social network theories.

Conceptually, the paper shows that, first, the extent of the social relationships among group members and their positions within a network vary depending on the level of PSM; second, individuals with high PSM are more likely to complete their tasks when they are in central positions in a network of advice relations and less likely to complete their tasks when they are in peripheral positions in central positions and a network of advice relations in a network of adversarial relations; third, group members with high PSM are more likely to complete group tasks when the group has higher density in a network of advice relations and less likely to complete tasks in a dense network of adversarial relations.

The author demonstrates the possibility of reciprocal relationships between PSM and social networks, in which PSM builds social capital that reinforces each member’s PSM by enhancing relationship quality, which will positively affect performance.

This paper provides opportunities for future empirical research by developing the discussion about a new conceptual mechanism in the relationship between PSM and performance, proposing an initial conceptual framework that clarifies the PSM and performance linkage, and suggesting several testable propositions.

This issue is a selected bibliography covering the subject of leadership.