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As human resource development (HRD) research and practice has flourished, researchers have called for new theoretical perspectives that might be brought to bear on increasing the effectiveness of HRD initiatives (e.g. Nolan & Garavan, 2016). In this chapter, we suggest how optimal distinctiveness theory (Brewer, 1991) could be applied to HRD. Optimal distinctiveness theory is a social psychological theory with roots in social identity theory that addresses individuals’ propensity to identify with groups. We present the results of an empirical study involving members of organisational work groups and discuss how HRD interventions could benefit from considering how individuals’ identification with a work group can be affected by optimal distinctiveness and the composition of the work group (age and functional backgrounds represented in the group). Based on these findings, we impart practical advice about composing work groups, including ensuring that young group members and those with few identities are placed in groups in which they share commonalities with other members and also maintain some distinctiveness from members. In addition, we discuss how the tenets of optimal distinctiveness theory have both research and practical implications for HRD.

As human resource development (HRD) research and practice has flourished, researchers have called for new theoretical perspectives that might be brought to bear on increasing the effectiveness of HRD initiatives (e.g. Nolan & Garavan, 2016). In this chapter, we suggest how optimal distinctiveness theory (Brewer, 1991) could be applied to HRD. Optimal distinctiveness theory is a social psychological theory with roots in social identity theory that addresses individuals’ propensity to identify with groups. We present the results of an empirical study involving members of organisational work groups and discuss how HRD interventions could benefit from considering how individuals’ identification with a work group can be affected by optimal distinctiveness and the composition of the work group (age and functional backgrounds represented in the group). Based on these findings, we impart practical advice about composing work groups, including ensuring that young group members and those with few identities are placed in groups in which they share commonalities with other members and also maintain some distinctiveness from members. In addition, we discuss how the tenets of optimal distinctiveness theory have both research and practical implications for HRD.

Infrastructure investment and rural economic development: An evaluation of USDA's broadband loan program. Growth and Change 41(2): 165–91. Klosterman, R.E. 1990. Community Analysis and Planning Techniques. Savage, MD: Rowman ...

Infrastructure investment and rural economic development: An evaluation of USDA's broadband loan program. Growth and Change 41(2): 165–91. Klosterman, R.E. 1990. Community Analysis and Planning Techniques. Savage, MD: Rowman ...

Poverty also means dearth, and there certainly has been a dearth of attention in the organizational sciences to the organizations that grap­ple with the problem of poverty. Study of the causes and effects of pov­erty have been central to many of the behavioral and social sciences disciplines-with the glaring exception of the organizational sciences. Only recently have scholars from the range of organizational fields begun to bring their distinctive lens and knowledge to questions of poverty (e.g., Pearce, 2005, 2007; Spreitzer, 2007). Taking the positive organizational scholarship frame has been particularly valuable to this undertaking; with its focus on taking a positive stance toward par­ticipants, toward conflicts and barriers, and its emphasis on positive spirals of change, this framing has helped the early efforts to flower into a genuine movement, as is reflected in the mature research in the four chapters in Part V of this book. These works do not focus on changing organizations themselves, but on the organizations that are struggling to effectively change some of society's intractable problems. Organizations that address poverty struggle to be effective, and these chapters demonstrate the ways organizational scientists can help these organizations, as well as advance our organizational theorizing. There can.be no social change more positive than effectively addressing the ancient scourge of poverty.

Poverty also means dearth, and there certainly has been a dearth of attention in the organizational sciences to the organizations that grap­ple with the problem of poverty. Study of the causes and effects of pov­erty have been central to many of the behavioral and social sciences disciplines-with the glaring exception of the organizational sciences. Only recently have scholars from the range of organizational fields begun to bring their distinctive lens and knowledge to questions of poverty (e.g., Pearce, 2005, 2007; Spreitzer, 2007). Taking the positive organizational scholarship frame has been particularly valuable to this undertaking; with its focus on taking a positive stance toward par­ticipants, toward conflicts and barriers, and its emphasis on positive spirals of change, this framing has helped the early efforts to flower into a genuine movement, as is reflected in the mature research in the four chapters in Part V of this book. These works do not focus on changing organizations themselves, but on the organizations that are struggling to effectively change some of society's intractable problems. Organizations that address poverty struggle to be effective, and these chapters demonstrate the ways organizational scientists can help these organizations, as well as advance our organizational theorizing. There can.be no social change more positive than effectively addressing the ancient scourge of poverty.

The lack of a systematic behavioral framework for empirical studies of the influence of land use on travel raises questions regarding potential statistical bias. This article presents and assesses this debate in the language of economics to clarify the terms of the arguments and their underlying analytics. It also offers a discussion of modern empirical challenges and strategies. The article develops a general integration of land use into a travel demand framework, where land use potentially affects not only out-of-pocket and time costs of both travel and goods but also can affect travel utility directly. Thus it models built environment features that affect travel and consumer goods cost, in time and money, as well as quality with a view to study these issues in a great variety of settings. Finally, it discusses associated statistical challenges of this work and then develops an empirical model of path choice.

Vivid photographs, searchable hyperlinks, numerous cross references, an extensive resource guide, and a clear, accessible writing style make the Green Society volumes ideal for classroom use as well as for research.

Whenever employers hire someone they put themselves at risk. They dependon employees to act in ways that help rather than hinder the organizationand to refrain from using the information they gain to harm theiremployers. This is because employees are hired to act for their employers,making decisions and carrying out responsibilities on their behalf. Althoughall employers have ways to monitor their employees, such monitoring isexpensive and narrow in scope except in the simplest and most physical ofjobs. In addition, as the number of employees grows, employers must trustsome employees to monitor the actions of others, which leads to the questionof who watches the watchers. In other words, every employee makesan employer vulnerable.

Whenever employers hire someone they put themselves at risk. They dependon employees to act in ways that help rather than hinder the organizationand to refrain from using the information they gain to harm theiremployers. This is because employees are hired to act for their employers,making decisions and carrying out responsibilities on their behalf. Althoughall employers have ways to monitor their employees, such monitoring isexpensive and narrow in scope except in the simplest and most physical ofjobs. In addition, as the number of employees grows, employers must trustsome employees to monitor the actions of others, which leads to the questionof who watches the watchers. In other words, every employee makesan employer vulnerable.