城市空气质量日报自动发布系统的研究与开发

详细介绍了“城市空气质量日报自动发布系统”的开发背景和开发过程 ,并对系统整体的架构和所用到的技术作了针对性的说明 ,阐明了作者对此类系统的前景和发展方向的看法。     

Developing an interdisciplinary and cross‐sectoral community of practice in the domain of forests and livelihoods

Although significant resources are being spent researching and fostering the relationship between forests and livelihoods to promote mutually beneficial outcomes, critical gaps in understanding persist. A core reason for such gaps is that researchers, practitioners, and policy makers lack the structured space to interact and collaborate, which is essential for effective, interdisciplinary research, practice, and evaluation. Thus, scientific findings, policy recommendations, and measured outcomes have not always been synthesized into deep, systemic understanding; learning from practice and implementation does not easily find its way into scientific analyses, and science often fails to influence policy. Communities of practice (CofPs) are dynamic sociocultural systems that bring people together to share and create knowledge around a common topic of interest. They offer participants a space and structure within which to develop new, systemic approaches to multidimensional problems on a common theme. Uniquely informed by a systems‐thinking perspective and drawing from the scientific and gray literatures and in‐depth interviews with representatives of established CofPs in the natural resource management and development domain, we argue that a well‐designed and adequately funded CofP can facilitate interdisciplinary and cross‐sectoral relationships and knowledge exchange. Well‐designed CofPs integrate a set of core features and processes to enhance individual, collective, and domain outcomes; they set out an initial but evolving purpose, encourage diverse leadership, and promote collective‐identity development. Funding facilitates effective communication strategies (e.g., in person meetings). We urge our colleagues across sectors and disciplines to take advantage of CofPs to advance the domain of forests and livelihoods.     

Serving one another: Are shared and self‐leadership the keys to service sustainability?

Service has received increasing attention in the management literature, yet sustainability of service is often overlooked. In this Incubator we examine the potential for client involvement through shared and self‐leadership to foster empathy enhanced service and reduced costs, both of which may support a more sustainable service delivery process. Copyright © 2015 John Wiley & Sons, Ltd.     

Multi-level water governance – the case of the Morsa River Basin in Norway

Management of fresh water resources meets a range of often conflicting interests. Waterways usually run across political and administrative borders and hence make management difficult and collective action politically challenging. In order to meet these challenges, multi-level bioregional approaches to water management have been called for. Such an approach is institutionalised in the EU's Water Framework Directive (WFD). This paper presents the experiences of the Morsa water sub-district in southern Norway, a pilot for implementing the WFD. The paper discusses Morsa in the light of four principles for multi-level water governance: management on a bioregional scale; polycentric governance; public participation; and an experimental approach to water governance. Contrary to widely held assumptions that collective action in polycentric networks will be difficult because actors will follow their own narrow interests, the findings demonstrate how this is not an absolute truth, and how social action cannot be fully explained by rational action theories. The analysis concludes that the relative success of Morsa relates to a complex of factors, including openness of practices and active involvement of key actors, strong but including leadership, and a knowledge based ‘hybrid’ type of multi-level network combining horizontal and vertical network governance.     

How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links

Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transformational leadership and employee outcomes (job satisfaction, self‐efficacy, and commitment to the leader). We tested this model in two studies involving employees from a broad spectrum of organizations in Germany (N = 410) and in Switzerland (N = 442). Results revealed largely consistent patterns across both studies. The need for competence fulfillment solely mediated the link between transformational leadership and occupational self‐efficacy; the need for relatedness fulfillment solely mediated the link between transformational leadership and commitment to the leader. The mediating pattern for the link between transformational leadership and job satisfaction varied slightly across studies. In Study 1, only the need for autonomy fulfillment was a significant mediator, whereas in Study 2, all three needs mediated this relationship. Taken together, our study integrates theorizing on transformational leadership and self‐determination by corroborating that need fulfillment indeed is a central mechanism behind transformational leadership. Copyright © 2012 John Wiley & Sons, Ltd.     

Omnidirectional safety culture analysis and discussion for railway industry

On the basis of literature relevant to safety culture and investigation of the Taiwan Occupational Safety and Health Management System (TOSHMS), the Omnidirectional Safety Culture Model (OSCM) was proposed in which a questionnaire composed of 18 safety dimensions was developed and used in safety culture evaluation. This questionnaire was reviewed by a focus group of employees with various backgrounds and was revised accordingly. Questionnaire items were selected and amended by considering the suggestions of experts; the Taiwan railway industry was surveyed as the questionnaire subject; and the current safety culture of the railway industry was extensively investigated. It was determined the railway employees place a higher emphasis on safety awareness and attitude as well as safe behavior, leading to the conclusion that they recognize the importance of safety and value human life over other matters. However, railway employees also believe that procurement management; safety encouragement and punishment; and safety rule have more room for improvement.     

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Pride, a discrete emotion that drives the pursuits of achievement and status, is crucial to consider in leadership contexts. Across three studies, we explored how leaders' experiences of authentic and hubristic pride were associated with their leadership behaviors. In Study 1, a field study of leader–follower dyads, leader trait authentic pride was associated with the use of more effective (i.e., consideration and initiating structure) and fewer ineffective (i.e., abusive supervision) leadership behaviors, and hubristic pride was associated with more abusive behaviors. In Study 2, a daily diary study, on days when leaders experienced more authentic pride than usual, they used more effective leadership behaviors than usual, whereas on days when leaders experienced more hubristic pride than typical, they were more likely to engage in abusive supervision than typical. In Study 3, a scenario‐based experiment, leaders who experienced more authentic pride in response to our experimental manipulation were more likely to intend to use effective leadership behaviors. In contrast, those who experienced more hubristic pride were less likely to use these behaviors and more likely to intend to be abusive. Overall, this work highlights the importance of pride for leadership processes and the utility of examining discrete and self‐conscious emotions within organizations.     

Supervisor expediency to employee expediency: The moderating role of leader–member exchange and the mediating role of employee unethical tolerance

We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' expedient behaviors when their relationship is characterized by high‐LMX (a high‐quality exchange relationship that is rich in socioemotional support). Furthermore, we argue that supervisor expediency, especially when LMX is high, influences employees' attitudes of unethical tolerance, which then affects employees' expedient behaviors. Across 2 multisource field studies and a third time‐lagged field study, we found general support for our theoretical predictions. Theoretical and practical implications are discussed.     

Oil and power industries’ responses to EU emissions trading: laggards or low-carbon leaders?

ABSTRACT

How have petroleum and power companies and their European industry associations responded to the EU emissions trading system (ETS)? Responses can be political, directed externally towards the initiation and reforms of the EU ETS itself, or internally and market-based, directed at low-carbon solutions. Proactive response strategies shape companies’ leadership potential. Variation in responses is explained by two models that differ in assumptions about corporate behaviour as well as the wider multilevel regulatory context in which companies operate. Responses are found to have converged within the two industries, with reactive companies following the proactive ones. Secondly, responses between the two industries increasingly diverge, with the power industry becoming much more proactive than the petroleum industry. The main explanation is found in the differing relevance of the two models and the wider regulatory context, particularly differing exposure to international competition and weak international climate agreements.     

A multilevel investigation of predictors and outcomes of shared leadership

For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross-sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.