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Are education systems converging toward a global model of teacher education or do local models tend to predominate in spite of attempts to reform them? How much do global, national, and local cultures shape and condition future teachers’ opportunities to learn to teach? How do these opportunities influence teachers’ pedagogical content knowledge? In this chapter we use data from the IEA’s first study of the effectiveness of pre-service teacher education in order to investigate teacher education policy, program structure, and outcomes. Using multilevel modeling we found that across countries individual characteristics have a similar and powerful influence on what future teachers come to know at the end of their pre-service programs. The effects of teacher education curriculum on future teachers’ mathematics pedagogical content knowledge reaffirm the prevalence of local cultures on the implementation of an increasingly globalized ideal. We conclude that while the provision of teacher education shares many common features in goals and structure across countries, it is strongly influenced by local conditions and norms, and by cultural notions of the knowledge that is considered essential – framing how quality is to be defined and operationalized – when learning to teach.

This chapter investigates the nature of the transformation of macroeconomics by focusing on the impact of the Great Depression on economic doctrines. There is no doubt that the Great Depression exerted an enormous influence on economic thought, but the exact nature of its impact should be examined more carefully. In this chapter, I examine the transformation from a perspective which emphasizes the interaction between economic ideas and economic events, and the interaction between theory and policy rather than the development of economic theory. More specifically, I examine the evolution of what became known as macroeconomics after the Depression in terms of an ongoing debate among the “stabilizers” and their critics. I further suggest using four perspectives, or schools of thought, as measures to locate the evolution and transformation; the gold standard mentality, liquidationism, the Treasury view, and the real-bills doctrine. By highlighting these four economic ideas, I argue that what happened during the Great Depression was the retreat of the gold standard mentality, the complete demise of liquidationism and the Treasury view, and the strange survival of the real-bills doctrine. Each of those transformations happened not in response to internal debates in the discipline, but in response to government policies and real-world events.

Purpose – We build a theoretical lens that draws on an emerging theory of positive work relationships to examine whether constructive emotional expressions in work relationships influence changes in individuals' affective commitment to their organization.

Design/methodology/approach – Using longitudinal data collected from full-time employees, we employed a latent-difference-score (LDS) approach to examine whether changes in emotional carrying capacity could account for changes in organizational commitment.

Findings – The findings support this hypothesis and suggest a new perspective on the ways in which a change in relationship capacity may create changes in people's commitment to an organization.

Research limitations – The main limitation concerns the use of self-report, albeit time-lagged, data.

Practical implications – Developing higher levels of employee affective commitment is a key challenge for many organizations. Our study can help managers in recognizing the importance of building a relational space in which employees are able to express emotions frequently and openly, as well as engaging with other employees in listening to their emotional experiences and responding in a constructive manner.

Originality/value – This study contributes to an emergent body of literature that adopts a positive psychology lens to the study of employee experiences at work, by investigating the capacity to express emotions in general and its influence on people's affective commitment to the organization.