Social Capital in Political Communitarianism and Academia
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1 NEWS Colmar Brunton Poll 22 – 26 May 2021
1 NEWS Colmar Brunton Poll 22 – 26 May 2021 Attention: Television New Zealand Contact: (04) 913-3000 Release date: 27 May 2021 Level One 46 Sale Street, Auckland CBD PO Box 33690 Takapuna Auckland 0740 Ph: (09) 919-9200 Level 9, Legal House 101 Lambton Quay PO Box 3622, Wellington 6011 Ph: (04) 913-3000 www.colmarbrunton.co.nz Contents Contents .......................................................................................................................................................... 1 Methodology summary ................................................................................................................................... 2 Summary of results .......................................................................................................................................... 3 Key political events ................................................................ .......................................................................... 4 Question order and wording ............................................................................................................................ 5 Party vote ........................................................................................................................................................ 6 Preferred Prime Minister ................................................................................................................................. 8 Public Sector wage freeze ............................................................................................................................. -
Adapting to Institutional Change in New Zealand Politics
21. Taming Leadership? Adapting to Institutional Change in New Zealand Politics Raymond Miller Introduction Studies of political leadership typically place great stress on the importance of individual character. The personal qualities looked for in a New Zealand or Australian leader include strong and decisive action, empathy and an ability to both reflect the country's egalitarian traditions and contribute to a growing sense of nationhood. The impetus to transform leaders from extraordinary people into ordinary citizens has its roots in the populist belief that leaders should be accessible and reflect the values and lifestyle of the average voter. This fascination with individual character helps account for the sizeable biographical literature on past and present leaders, especially prime ministers. Typically, such studies pay close attention to the impact of upbringing, personality and performance on leadership success or failure. Despite similarities between New Zealand and Australia in the personal qualities required of a successful leader, leadership in the two countries is a product of very different constitutional and institutional traditions. While the overall trend has been in the direction of a strengthening of prime ministerial leadership, Australia's federal structure of government allows for a diffusion of leadership across multiple sources of influence and power, including a network of state legislatures and executives. New Zealand, in contrast, lacks a written constitution, an upper house, or the devolution of power to state or local government. As a result, successive New Zealand prime ministers and their cabinets have been able to exercise singular power. This chapter will consider the impact of recent institutional change on the nature of political leadership in New Zealand, focusing on the extent to which leadership practices have been modified or tamed by three developments: the transition from a two-party to a multi-party parliament, the advent of coalition government, and the emergence of a multi-party cartel. -
What Makes a Good Prime Minister of New Zealand? | 1 Mcguinness Institute Nation Voices Essay Competition
NATION VOICES ESSAY COMPETITION What makes a good About the author Brad is studying towards a BCom/ Prime Minister of BA majoring in Economics, Public Policy, International New Zealand? Relations and Political Science. He is a 2016 Brad Olsen Queen’s Young Leader for New Zealand after his work with territorial authorities, central government organizations and NGOs. He’s passionate about youth voice and youth participation in wider society. Leadership is a complex concept, necessitating vast amounts of patience, determination, and passion to work with others towards a position of improvement in the chosen field of expertise or service. Leaders not only bear the burden of setting the direction of actions or inactions for their team, but are also often accountable to stakeholders, with varying degrees of accountability and size of the cohort to which a leader is accountable. However, there is no more complex job in existence than the leadership of a country like New Zealand — this burden falls squarely on the Prime Minister, in charge of policy both foreign and domestic, all the while totally accountable to each and every citizen in his or her realm. Unsurprisingly, some make a better fist of it than others, with the essence of this good leadership a highly sought commodity. Three areas are critical to ensuring a Prime Minister can effectively lead — a measurement of how ‘good’ they are at their job — these fall under the umbrellas of political, social, and economic leadership ability. Politically, Prime Ministers must have foreign credibility, alongside the ability to form a cohesive support team. Socially a Prime Minster must not only recognize and promote popular ideas, but must also be relatable in part to the people. -
What Is Social Capital?
OECD Insights: Human Capital What is social capital? The concept of social capital became fashionable only relatively recently, but the term has been in use for almost a century while the ideas behind it go back further still. “Social capital” may first have appeared in a book published in 1916 in the United States that dis- cussed how neighbours could work together to oversee schools. Author Lyda Hanifan referred to social capital as “those tangible assets [that] count for most in the daily lives of people: namely goodwill, fellowship, sympathy, and social intercourse among the individuals and families who make up a social unit”. That gives some sense of what’s meant by social capital, although today it would be hard to come up with a single definition that sat- isfied everyone. For the sake of simplicity, however, we can think of social capital as the links, shared values and understandings in society that enable individuals and groups to trust each other and so work together. In recent years, the term entered the popular imagination with the publication in 2000 of Robert Putnam’s bestseller, Bowling Alone: The Collapse and Revival of American Community. Putnam argued that while Americans have become wealthier their sense of commu- nity has withered. Cities and traditional suburbs have given way to “edge cities” and “exurbs” – vast, anonymous places where people sleep and work and do little else. As people spend more and more time in the office, commuting to work and watching TV alone, there’s less time for joining community groups and voluntary organ- isations, and socialising with neighbours, friends and even family. -
Perspectives on a Pacific Partnership
The United States and New Zealand: Perspectives on a Pacific Partnership Prepared by Bruce Robert Vaughn, PhD With funding from the sponsors of the Ian Axford (New Zealand) Fellowships in Public Policy August 2012 Established by the Level 8, 120 Featherston Street Telephone +64 4 472 2065 New Zealand government in 1995 PO Box 3465 Facsimile +64 4 499 5364 to facilitate public policy dialogue Wellington 6140 E-mail [email protected] between New Zealand and New Zealand www.fulbright.org.nz the United States of America © Bruce Robert Vaughn 2012 Published by Fulbright New Zealand, August 2012 The opinions and views expressed in this paper are the personal views of the author and do not represent in whole or part the opinions of Fulbright New Zealand or any New Zealand government agency. Nor do they represent the views of the Congressional Research Service or any US government agency. ISBN 978-1-877502-38-5 (print) ISBN 978-1-877502-39-2 (PDF) Ian Axford (New Zealand) Fellowships in Public Policy Established by the New Zealand Government in 1995 to reinforce links between New Zealand and the US, Ian Axford (New Zealand) Fellowships in Public Policy provide the opportunity for outstanding mid-career professionals from the United States of America to gain firsthand knowledge of public policy in New Zealand, including economic, social and political reforms and management of the government sector. The Ian Axford (New Zealand) Fellowships in Public Policy were named in honour of Sir Ian Axford, an eminent New Zealand astrophysicist and space scientist who served as patron of the fellowship programme until his death in March 2010. -
NEW ZEALAND POLITICAL STUDIES ASSOCIATION Conference CONFERENCE 2010 Programme
1 NEW ZEALAND POLITICAL STUDIES ASSOCIATION Conference CONFERENCE 2010 Programme Thursday 2 December 8.00 Registration Opens (Ground Floor, S Block) 9.15 Welcome Former Prime Minister and New Zealand Ambassador to the United States, and Chancellor of the University of Waikato, Jim Bolger (S.G.01) 9.30 Opening Address Bryan Gould The End of Politics (S.G.01) 10.30 Morning Tea Break 11.00 S.G.01 S.G.02 S.G.03 Roundtable: Engaging the Public in Current Issues in New Zealand Local Gender and Political Leadership the MMP Referendum Campaign Government Politics Convenor and Chair: Jennifer Curtin Convenor and Chair: Chris Rudd Convenor and Chair: Therese Jennifer Curtin Arseneau Jean Drage Women and Prime Ministerial What Will Auckland’s Reforms Mean for the Leadership: Beyond the Symbolic. MP Amy Adams Rest of Us? Ana Gilling Kate Stone Andy Asquith Gendered Conceptions of Power Managing the Metro Sector MP Rahui Katene Jane Christie Margie Comrie, Janine Hayward and Chris Maternal Legacies in Human Rights Sandra Grey Rudd Discourses as a Pathway to Political Media Coverage of the Local Body Elections Success: The Case of Michelle Bachelet and Cristina Fernández Laura Young E-Consultation and Local Government: Linda Trimble Creating Active Citizenship? When a Woman Topples a Man: Media Coverage of New Zealand Leadership ‘Coups’ 12.30 Lunch 1.00 S.G.01 S.G.02 S.G.03 S.1.01 Roundtable: Does the Roundtable: Marketing in The Politics of the Intangible Postgraduate Workshop: History of Political Thought Government: An Convenor and Chair: Peter -
Election Will Be Crush Vs Smile It Was Fashionable at One Point in the Last Generation and a Half for Some Men to Refer to Their Inner Feminism
JT col for July 18 2020 - Crush v smile Election will be crush vs smile It was fashionable at one point in the last generation and a half for some men to refer to their inner feminism. I was one. But past performance not withstanding, I must still be viewed as a male chauv…or worse, an old male chauv. There, I’ve said it. The risk in what follows seems less: I’m delighted the leadership of the country will be contested by two women, Jacinda Ardern versus Judith Collins. How appropriate, given we were the first to “allow” women to vote. Not- withstanding further accidents, we’re headed into an election in which a woman is guaranteed to be Prime Minister. I must have had an inkling about this, because last week I went along to see Collins for myself. A self-declared good mate of Johnathan Young’s, she turned up in Taranaki to speak at his election launch, visit around, promote her recently published memoirs, et cetera. I was one of 110 people keen enough to brave a freezing night to observe this politician with a long game; good sense told us she was probably positioning for a post-election leadership run after Todd Muller was sacrificed on the altar of Ardern. Even if Collins can't out-Ardern her opponent come September, she'll hold on. Her strategy is one based on people's short memories for her missteps since she got into parliament 18 years ago. The National Party also seems temporarily to have lost its appetite for the youngish and the novel. -
Accessing Social Capital Through Conformity: Investigating Network Culture
Discussion Paper DP-02/05 Accessing Social Capital through Conformity: Investigating Network Culture by Gro Ladegaard Department of Economics and Resource Management Norwegian University of Life Sciences PO Box 5003, NO-1432 Ås, Norway http:/www.umb.no/ior/ e-mail: [email protected] This series consists of papers intended to stimulate discussion. Some of the papers are of a preliminary character and should thus not be referred to or quoted without permission from the author(s). The interpretations and conclusions in this paper are those of the author(s) and do not necessarily represent the views of the Department of Economics and Resource Management nor of the Norwegian University of Life Sciences 1 Accessing Social Capital through Conformity: Investigating Network Culture Introduction Research has repeatedly documented that dense networks with strong ties between managers are counterproductive to managerial performance (e.g. Burt 2000, Gargiulo & Benassi 2000, Gabbay & Leenders 2001). Nevertheless, we observe in practice that top managers continue to form small, tightly coupled cliques within larger network settings. From an instrumental perspective, we should expect the motives behind the forming of these cliques to be the anticipation by the managers of some kind of benefits connected to them. This article is an attempt to outline a theory explaining this apparent paradox. The instrumental view justifies a functional explanation of the existence of a clique, and I shall investigate the nature and function of such cliques, described as a “network within the network”. The discussion will include functions at the individual, firm and industry level. Guiding the discussion is the assumption that a clique may be the source of different kinds of resources, in the form of social capital. -
The Social Exchange and Rational Choice Framework
03-White (Family).qxd 8/6/2007 11:56 AM Page 65 3 The Social Exchange and Rational Choice Framework Kevin and Sarah have been dating seriously for about 6 months. Both agree that they have a close relationship with a lot of warmth and support.After going to a romantic movie, Kevin and Sarah go back to Kevin’s apartment and are in the middle of some pretty serious petting when Sarah says, “Kevin, if we are going to do it, I want you to use a condom. I have one in my purse.” Kevin says,“Gosh, honey, are you serious? Don’t you trust me? I mean, it’s not as though I have AIDS or something.” Sarah seems to be caught off guard and pauses for a moment before responding.“Kevin, I know how you feel about me, and I trust you, but a condom makes good sense because it is easy for anyone to pick up a sexually transmitted disease. Some of these diseases are hard to detect and even harder to cure, especially for women. I don’t want to end up not being able to have children when I am ready to as a result of carelessness.” Kevin quickly blurts,“But these things are so plastic.You know, Sarah, a guy doesn’t feel anything if he wears one of those!” Sarah’s voice carries a tinge of anger or bitterness. “Kevin, I wanted to make love with you, but now I feel you are just after your own pleasure and don’t really care about the possible consequences for me. -
Social Capital
SOCIAL CAPITAL AN ECLECTIC LITERATURE SURVEY This report was commissioned by the Tata Sustainability Group The following contributed to the writing of this paper: Amir Ullah Khan Amitabh Kundu Anand Mathew Bobby John Kaushiki Sanyal Rajesh Chakraborty Netheena Mathews Sundara Vardhan Venkatanaryana Motkuri 2018 Aequitas Consulting Pvt. Ltd 401A, Hemkunt Chambers 89 Nehru Place, New Delhi 110019 [email protected] SUMMARY SOCIAL CAPITAL – AN ECLECTIC LITERATURE SURVEY Social capital emerges from an intangible but real network of human relationships, and is not contained within, or fully expressed, at an individual level. With the emergence of the internet and social media, almost all business leaders and modern managers bank on the power of networks to create value and add competitive advantages to their businesses. Besides social relations, intra- and inter-organisational relationships are a valuable resource for organisational success. While the term social capital has been in use in literature for around a century now, its exact definition, the role it plays in creating appropriable competitive advantage for firms and business groups, its measurement, and the means to accumulate and harness it are yet to be comprehensively understood. This paper is the first in a three- part series that seeks to address these issues, specifically in the context of one of the oldest, and highly revered business conglomerates in the world – the Tata group. The current analysis is restricted only to presenting a broad survey of the literature covering the many definitions and measurement approaches applied to social capital, with an attempt at the end to narrow the concept down towards producing a practical definition, and measurement methodology for the Tata group. -
Social Capital's Performance Vs the S&P
Social Capital’s performance vs the S&P 500 Annualized Percentage Change Gross IRR In S&P 500 with dividends included 2011 - 2018................ 29.4% 13.5% 2011 - 2019................ 32.9% 15.0% Overall Gain 997% 325% To the supporters and stakeholders of Social Capital: This is the second of our annual letters where we discuss our investments and other thoughts on technology, markets, and our mission. Eight and a half years ago, we started Social Capital to tackle hard problems like cancer, space exploration and climate change at a time when few investors were doing so. While many investors fawned over social networks, photo-sharing apps, and other consumer-oriented investments, we invested in healthcare, education, and frontier technology businesses like space exploration and artificial intelligence. Many of the companies we backed were initially unable to raise money from other institutional investors until we stepped in to give them the long-term, patient capital they needed. We hoped that we would be rewarded for these bets in good time. In 2018, this hope started to become a reality and we concluded that the traditional approach of fund management and asset gathering wasn’t going to be enough. It would definitely generate huge fees to put in our pockets but, ultimately, not make a meaningful impact in achieving our mission. This is a difference that makes a difference in today’s increasingly complicated world and so we iterated. We closed ourselves to outside capital and became a technology holding company in mid 2018. As we write to you today, we look forward, optimistically, to the future despite its intermittent calamities. -
The Internet and Social Capital* Eric M. Uslaner Department Of
The Internet and Social Capital* Eric M. Uslaner Department of Government and Politics University of Maryland–College Park College Park, MD 20742 [email protected] Uslaner, “The Internet and Social Capital” (1) A century and a half ago the French journalist Alexis de Tocqueville travelled throughout the United States and marvelled at the generosity of the American people. “When an American asks for the co-operation of his fellow citizens, it is seldom refused; and I have often seen it afforded spontaneously, and with great goodwill,” Tocqueville argued [8]. He attributed this generosity to the Americans’ tendency to look beyond their own immediate concerns: “The principle of self-interest rightly understood produces no great acts of self-sacrifice, but it suggests daily small acts of self-denial....If the principle of interest rightly understood were to sway the whole moral world, extraordinary virtues would doubtless be more rare” ([8], 122-123). This idea of self-interest rightly understood we now call trust in other people. According to Tocqueville and many who have followed in his footsteps, people develop trust in each other when they join together for common purposes in civic associations. Indeed, Putnam referred to a “virtuous circle” of trust, group membership, and informal social ties that has become known as “social capital” [5]. Social capital helps make society and its government run more smoothly. Yet, beginning in the late 1960s and early 1970s, this circle somehow broke. Americans began to withdraw from participation in all sorts of civic groups–from the traditional service organizations such as the Rotary Clubs, Kiwanis, and the League of Women Voters as well as bowling leagues and card-playing clubs.