MAGIC,RELIGION, SCIENCE,TECHNOLOGY, AND ETHICS IN THE POSTMODERN WORLD

Abstract. In this essay I argue that magic, religion, science, technology, and ethics are components of cultures that coexist at every stage of the evolution of societies and cultures and are interconnected and intertwined with each other within the web of relationships with other components of social life and culture. They undergo changes under the influence of each other and of social and cultural factors that coevolve with them throughout the history of humanity in the direction of democratization. The religion‐and‐science discussion is embedded within the framework of the postmodern social scientific discourse to illustrate that the apparent contradictions or substitutions disappear and that in actual human experience there is cooperation and complementarity between these elements of culture.     

虚拟团队中的信任研究

信任是从组织行为学领域研究虚拟团队的一个重要课题。与传统组织中的信任相比,虚拟团队中的信任主要是认知或行为定向的;它在最初几次互动的基础上迅速建立起来,并通过随后的沟通行为维持下去,所以沟通行为和沟通内容的特征对虚拟团队中信任的建立和维持有着特殊重要的意义。由于目前研究方法所限,无法确定虚拟团队中信任与绩效的因果关系,但是它们之间存在着密切的相关关系。     

Impact of Jin‐Shang teachings on Chinese people's trust

Three studies are reported that explore the impact of Jin‐Shang teachings (a specialized Confucius teaching of trust on business practices) on mainland Chinese people's trust. In Study 1 , we primed Confucius and Jin‐Shang teachings on trust, and compared their effects on trusting tendency to a control prime. We found that these teachings made mainland Chinese participants score higher on three different trusting scales. In Study 2 , we found that the Jin‐Shang prime made mainland Chinese participants invest more money in a trust game than those in the control prime. In Study 3 , we compared the Jin‐Shang prime to Protestant teachings and contemporary writings on reciprocity, and found that only the Jin‐Shang prime induced a significantly higher trusting tendency from Chinese participants than the control condition.     

合作动机与信任:基于不确定性简化机制的研究

信任是对他人合作行为的预期。Luhmann认为信任是简化不确定性的重要机制。合作动机高的个体有着更高的简化不确定性的需求,从而可能产生更高的信任水平。文章研究了不同合作动机下不确定性对信任的不同影响。实验在社会两难范式下采用不确定性(高、低)和合作动机(高、低)为自变量、信任为因变量的混合设计。结果显示:1.合作动机高的个体更倾向于信任对方;2.合作动机较高时,不确定性增高时个体对他人的信任也增高;合作动机较低时,不确定性增高时个体对他人的信任降低。对此的解释是:不确定性的增高造成个体简化不确定性的需求增高;合作动机高的个体会用信任来简化不确定性,而合作动机低的个体会用不信任来简化不确定性;因此在不确定性增高的情况下,前者对他人的信任程度增强,后者对他人的不信任程度增强。     

情绪对信任的影响:来自元分析的证据

采用元分析方法探讨情绪对信任的影响。通过中英文献检索,共有21篇文章70个独立样本符合元分析标准（N=4745）。其中积极情绪对信任的影响有47个独立样本,消极情绪对信任的影响有23个独立样本。元分析的结果表明,相对于中性情绪,积极情绪对信任起到一定的促进作用,呈中等效应量（d=0.49）;消极情绪对信任起到一定的抑制作用,呈较小效应量（d=-0.23）。调节效应检验发现,情绪的诱发方式、信任对象熟悉性以及信任测量方式的调节作用均不显著。     

书院诚信教育简析

古代书院非常重视生徒的诚信教育.书院教育家认为"诚"既是"天之道",又是"人事之本然",故教育生徒要保持人的"诚"之本质,进而坚守"言行相顾"之"信",担负于他人、社会之责任.     

囚徒选择和中国人的义

通过对囚徒困境博弈的囚徒策略选择发现,中国被试的囚徒策略选择受到中国传统文化中的义的影响：在一次囚徒博弈中,并不像传统博弈论预测的那样被试选择坦白为最优策略,而是有一半多的被试选择了不坦白策略;在进行囚徒选择时大多数被试都意识到了囚徒之间的熟悉关系。囚徒关系被激活后,选择不坦白策略的被试与选择坦白策略的被试之间有显著差异,但性别差异不显著。结果表明,中国传统文化中的“义”以及相应的人际信任是导致被试选择不坦白策略的主要原因。     

Effects of trusting and being trusted on team citizenship behaviours in chain stores

Previous studies showed a robust and positive relationship between subordinates' trust for leaders and their individual organizational citizenship behaviours. Building on this foundation, we examined two extensions. First, based on the team citizenship behaviours approach, we studied whether the same relationship held at the group level. Second, drawing from literature on leadership and self-efficacy, we studied whether leaders' perceptions of being trusted by their subordinates mattered in this trust relationship; we also examined how this perception affected team citizenship behaviours. Results showed that subordinates' trust for leaders and team citizenship behaviours were positively related at the team level. When leaders felt more trusted, teams showed more citizenship behaviours. Beyond these main effects, leaders' felt trust was found to negatively moderate the relationship between staff trust for leaders and team citizenship behaviours. Theoretical and practical implications of this research are discussed.     

PERCEPTIONS OF TRUST AND EMPLOYEES’ ATTITUDES: A LOOK AT NIGERIA’S AGRICULTURAL EXTENSION WORKERS

This study examined the attitude reactions to trust among coworkers and between employees and management. Sample included 296 extension personnel drawn from two Agricultural Development Programs in southwest Nigeria. Exploratory principal component factor analysis showed that the perceptions of trust have the dimensions of: management-affective, coworkers-affective, management-cognitive, and coworkers-cognitive. Based on a hierarchical regression procedure, coworkers-cognitive trust was unrelated to group cohesion and affective commitment, and coworkers-affective, management-affective and -cognitive trusts were related to cohesion and affective commitment. Quit intentions was predicted by coworkers-cognitive, management-affective and -cognitive trusts, and not by coworkers-affective trust. Implications of the results are discussed.I would like to appreciate the efforts of Helen Asishana and T. Amore during the data collection phase of this study. Also, the author wishes to thank the anonymous reviewers for their helpful comments on an earlier version of this paper.     

Mechanisms for enhancing the credibility of an adviser: prepayment and aligned incentives

We tested the effectiveness of prepayment for advice and aligned incentives as mechanisms for enhancing trust in unfamiliar advisers in decision‐making under uncertainty. Participants were low‐income Zimbabweans who played two rounds of the Monty Hall three‐door game. In round 1, participants who purchased advice were significantly more likely to follow advice for how to win the game than were participants who received free advice. In round 2, the apparent effectiveness of advisers' suggestions in round 1 moderated participants' propensity to follow advice. If the round 1 advice appeared wrong, the credibility enhancing benefits of prepayment diminished. If the advice appeared right, the benefits of prepayment maintained. Hypotheses with regard to the benefits of aligned incentives received only weak support. Copyright © 2006 John Wiley & Sons, Ltd.