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.     

Getting caught up in the game: managing non-formal dynamics in the remediation of contaminated sediments in Oslo harbor

This study aims at describing, analyzing and evaluating the relation between management styles and process dynamics of a complex planning process confronted with unexpected dynamics. The development of an aquatic disposal site for dredged contaminated sediments in Oslo was managed by a project management style focused on timely and cost-effective implementation. Coupling the remediation project with another infrastructural project and the actual construction of the site led to unexpected dynamics in terms of resistance and controversy. Project management had difficulties in adjusting its style accordingly, resulting in even more delay and resistance. Managing complex planning projects requires a style suitable to the characteristics of the project and the capability of adjusting it to changing circumstances. The paper concludes with some explanations why it is difficult to change management styles in complex planning and implementation processes and complexity-embracing approaches to deal with this.     

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.     

The passion bug: How and when do leaders inspire work passion?

Drawing from signaling theory, we propose a work passion transfer model where leaders' passion is transmitted to employees through the former's leadership style and is contingent on employees' perceived importance of performance to self-esteem (IPSE). Data from 201 supervisor–employee dyads from the health-care industry show that leaders' harmonious passion led to employees' harmonious passion through charismatic leadership, whereas contingent reward leadership accounted for the transfer of obsessive passion; IPSE did not play a moderating role for either form of passion. Results from a supplementary study further reveal that the link between leadership and employee passion operated through employees' perception of leader passion and that employees' IPSE accentuated for the relationship between perceived leader obsessive passion and employees' obsessive passion. This study advances research in work passion, leadership, and signaling theory and provides important implications for managerial practice.     

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.     

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.