Study on Construction of Forestry Socialized Service Systems Based on Barnard's Organizational Structure Theory

Construction of forestry socialized service systems is the important content for reform of collective forestry tenure systems.Based on the necessity,possibility and problem of construction of forestry socialized service system,according to Barnard's Organizational Structure theory,the path and countermeasure of forestry socialized service system in China are discussed.

Socio-ecological dynamics and challenges to the governance of Neglected Tropical Disease control

The current global attempts to control the so-called“Neglected Tropical Diseases(NTDs)”have the potential to significantly reduce the morbidity suffered by some of the world’s poorest communities.However,the governance of these control programmes is driven by a managerial rationality that assumes predictability of proposed interventions,and which thus primarily seeks to improve the cost-effectiveness of implementation by measuring performance in terms of pre-determined outputs.Here,we argue that this approach has reinforced the narrow normal-science model for controlling parasitic diseases,and in doing so fails to address the complex dynamics,uncertainty and socio-ecological context-specificity that invariably underlie parasite transmission.We suggest that a new governance approach is required that draws on a combination of non-equilibrium thinking about the operation of complex,adaptive,systems from the natural sciences and constructivist social science perspectives that view the accumulation of scientific knowledge as contingent on historical interests and norms,if more effective control approaches sufficiently sensitive to local disease contexts are to be devised,applied and managed.At the core of this approach is an emphasis on the need for a process that assists with the inclusion of diverse perspectives,social learning and deliberation,and a reflexive approach to addressing system complexity and incertitude,while balancing this flexibility with stability-focused structures.We derive and discuss a possible governance framework and outline an organizational structure that could be used to effectively deal with the complexity of accomplishing global NTD control.We also point to examples of complexity-based management structures that have been used in parasite control previously,which could serve as practical templates for developing similar governance structures to better manage global NTD control.Our results hold important wider implications for global health policy aiming to effectively control and eradicate parasitic diseases across the world.

Causations of failure in megaprojects:A case study of the Ajaokuta Steel Plant project

This paper uses project organizational theories to draw lessons from a historic megaproject, the Ajaokuta Steel Plant （ASP）. Archival reports on the ASP were explored to identify the unique attributes of the project; the political wrangling that underplayed its evolution, its economic significance and organizational impacts. Findings suggest the goals of the ASP project were, and still are, unambiguous. Failure occurred as soeio-political forces aggravated the project＇s complex milestones. Stakeholders were impatient with pre-project investigations. During planning, owners ignored opinions that were contrary to their expectations. While delays lingered, pressures from the global economy weakened the project＇s motivation to succeed. These combined to turn the project＇s outcomes into a chaotic situation that triggered dire implications. Despite about 1400% overrun in cost, the success achieved on the plant was 28% at commission- ing. Contractors remained on site until eight years after commissioning. Six key elements of the 482 items in the ASP project contract were not delivered nearly 40 years on. A simplistic look at these suggests poor planning is the main problem. However, planning issues is not entirely strange in greenfield projects. The paper draws strength from project organization theories to explain what was poor about the planning. Socrates＇ generic management theory was used to explain the role of leadership in the failure of the ASP project. McGregor＇s Theory X and Theory Y explain the significance of stakeholders＇ integration in megaprojects. Systems and chaos theories were used to explain the sensitivity of the ASP project to uncertainties. Narratives on these combine well to inspire stakeholders of megaprojects on where and how to seek courage in making effective plans that can help achieve success in complex projects. While normative literature only recognizes project success in a definitive perspective, this study provides insights from failure as an instrument to trigger sublime reflections.

The Co-Evolution between Remittance Business for Overseas Chinese and Institutions： The Case of Chaoshan Region During 1860-1949

This study proposes a framework to analyze the co-evolution between the remittance business for overseas Chinese and their institutions during 1860-1949. In particular, this paper focuses on the co-evolutions between their organizational fields and institutions. It shows that participants communicate, compete and cooperate through their organizational fields, and finally promote the remittance business. Since the three pillars of institutions---regulative, normative, and cultural-cognitive--correlate and interact with each other, it is found that institutions can promote the business of overseas remittance if the combination of these three pillars of institutions works well; otherwise, it ends the business with confusion.