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Although the twenty-first century is deemed as a new era of globalization, waves of immigration continue, due to disparities between politically and economically unstable regions and Western democratized and developed countries. Immigration research has therefore reignited its attention on the successful adaptation of immigrants' offspring, which has profound implications for Western immigrant-receiving countries, as well as worldwide stability. Although immigration research mainly informed by the conventional assimilation theory and/or segmented assimilation perspective accentuates the importance of structural factors, termed as social forces here, in relation to immigrant children's successful adaptation in adolescence, an argument of determinism and tenability keeps on and the contribution of human mental resources and determination, termed as mental forces here, in shaping life trajectories of immigrant children should be not ignored. For this, with a representative sample of 3344 immigrant children from the Children of Immigrants Longitudinal Study (CILS), we examined and compared both the effects of social and mental forces measured in adolescence of immigrant children on their multiple adaptation outcomes in terms of college graduation, engagement in postgraduate study, and first and current job attainments in young adulthood with a Bayesian multilevel modeling framework. The results found that both social forces of segmented assimilation theory and mental forces of immigrant children in adolescence were significantly predictive of immigrant children's successful adaptation in young adulthood (OR = 1.088-2.959 and beta = 0.050-0.639 for social forces; OR = 11.290-18.119 and beta = 0.293-0.297 for mental forces), in which, although the latter showed stronger effects than the former, the effects of mental forces on adaptation of immigrant children were conditionally shaped by the contexts of the social forces informed by segmented assimilation theory. The findi

Organizational culture refers to the norms, beliefs, and values imbedded in an organization that may profoundly affect various working outcomes of the organization. Due to a lack of well-validated measures of organizational culture in social welfare settings, organizational cultural research conducted in social work and social service is scarce. The main purpose of this study is to develop and validate an organizational culture measure, Organizational Culture Scale in Social Welfare (OCS-SW), for use in social work and social service research. The study is based on a total sample of 891 practitioners in a major and well-established social welfare organization in Hong Kong. OCS-SW contains five cultural aspects: a) service mission and values, b) management and leadership, c) professional development and training, d) working conditions and environment, and e) teamwork and relations. The five cultural aspects of OCS-SW were empirically confirmed to load on an overall organizational culture of social welfare from the results of Rasch modeling, supporting its construct validity. In addition, the adequate internal reliability, concurrent validity, criterion validity, and predictive validity of OCS-SW and its subscales were well supported in subsequent analyses. The current study confirmed that OCS-SW has practical utility in assessing organizational culture in social work and social service research. Study limitations and future research are discussed., Organizacijska kultura odnosi se na norme, uvjerenja i vrijednosti ugrađene u organizaciju koje mogu bitno utjecati na različite radne ishode organizacije. Zbog nedostatka provjerenih mjera organizacijske kulture u ustanovama socijalne skrbi, istraživanja organizacijske kulture u području socijalnog rada i socijalnih usluga su malobrojna. Glavni cilj ovog istraživanja bio je razviti i provjeriti mjernu ljestvicu organizacijske kulture, Mjernu ljestvicu organizacijske kulture u socijalnoj skrbi (Organizational Culture Scale in Social Welfare OCS-SW), koja bi se koristila u istraživanjima u području socijalnog rada i socijalnih usluga. istraživanje se temelji na ukupnom uzorku od 891 zaposlenika u velikim i ustaljenim ustanovama za socijalnu skrb u Hong Kongu. Mjerna ljestvica OCS-SW sadrži pet kulturalnih aspekata: a) zadaća i vrijednosti, b) upravljanje i vodstvo, c) profesionalni razvoj i obuka, d) radni uvjeti i okružje i e) timski rad i međuljudski odnosi. Rezultati primjene Rascovog modela emprijski potvrđuju da tih pet kulturalnih aspekata mjerne ljestvice utječe na ukupnu organizacijsku kulturu, što podupire valjanost ljestvice. osim toga, odgovarajuća interna pouzdanost, istodobna valjanost, valjanost kriterija i prediktivna valjanost ljestvice i njezinih podljestvica potvrđeni su u daljnjim analizama. Ovo istraživanje potvrđuje da mjerna ljestvica OCS-SW ima praktičnu primjenu u procjeni organizacijske kulture u istraživanjima u području socijalnog rada i socijalnih usluga. U radu se raspravlja o ograničenjima u istraživanju i daljnjim istraživanjima.

Organizational culture refers to the norms, beliefs, and values imbedded in an organization that may profoundly affect various working outcomes of the organization. Due to a lack of well-validated measures of organizational culture in social welfare settings, organizational cultural research conducted in social work and social service is scarce. The main purpose of this study is to develop and validate an organizational culture measure, Organizational Culture Scale in Social Welfare (OCS-SW), for use in social work and social service research. The study is based on a total sample of 891 practitioners in a major and well-established social welfare organization in Hong Kong. OCS-SW contains five cultural aspects: a) service mission and values, b) management and leadership, c) professional development and training, d) working conditions and environment, and e) teamwork and relations. The five cultural aspects of OCS-SW were empirically confirmed to load on an overall organizational culture of social welfare from the results of Rasch modeling, supporting its construct validity. In addition, the adequate internal reliability, concurrent validity, criterion validity, and predictive validity of OCS-SW and its subscales were well supported in subsequent analyses. The current study confirmed that OCS-SW has practical utility in assessing organizational culture in social work and social service research. Study limitations and future research are discussed., Organizacijska kultura odnosi se na norme, uvjerenja i vrijednosti ugrađene u organizaciju koje mogu bitno utjecati na različite radne ishode organizacije. Zbog nedostatka provjerenih mjera organizacijske kulture u ustanovama socijalne skrbi, istraživanja organizacijske kulture u području socijalnog rada i socijalnih usluga su malobrojna. Glavni cilj ovog istraživanja bio je razviti i provjeriti mjernu ljestvicu organizacijske kulture, Mjernu ljestvicu organizacijske kulture u socijalnoj skrbi (Organizational Culture Scale in Social Welfare OCS-SW), koja bi se koristila u istraživanjima u području socijalnog rada i socijalnih usluga. istraživanje se temelji na ukupnom uzorku od 891 zaposlenika u velikim i ustaljenim ustanovama za socijalnu skrb u Hong Kongu. Mjerna ljestvica OCS-SW sadrži pet kulturalnih aspekata: a) zadaća i vrijednosti, b) upravljanje i vodstvo, c) profesionalni razvoj i obuka, d) radni uvjeti i okružje i e) timski rad i međuljudski odnosi. Rezultati primjene Rascovog modela emprijski potvrđuju da tih pet kulturalnih aspekata mjerne ljestvice utječe na ukupnu organizacijsku kulturu, što podupire valjanost ljestvice. osim toga, odgovarajuća interna pouzdanost, istodobna valjanost, valjanost kriterija i prediktivna valjanost ljestvice i njezinih podljestvica potvrđeni su u daljnjim analizama. Ovo istraživanje potvrđuje da mjerna ljestvica OCS-SW ima praktičnu primjenu u procjeni organizacijske kulture u istraživanjima u području socijalnog rada i socijalnih usluga. U radu se raspravlja o ograničenjima u istraživanju i daljnjim istraživanjima.