Suchergebnisse

Amitabh Rajan, Ethical Dimensions of Administrative Power. New Delhi: SAGE Publications, 2021, 212 pp., ₹550.

Irrigation expansion is a critical development intervention to address food security challenges in Ethiopia. However, only a fraction of the country's irrigation potential has been utilized so far. Information about the location and spatial extent of irrigated and rainfed areas is an important requirement for sustainable water resources development and agricultural planning. Currently, considerable variations exist in the irrigated area estimates made by different government agencies. In addition, irrigated area maps created as part of global mapping efforts have a spatial resolution of anywhere between 10 kilometers and 250 meters, making them too coarse for planning and management at a subnational scale. This study aims to develop an irrigated area map of Ethiopia using satellite images to support agricultural water management practices in the country, using multi-temporal, multi-resolution data sets from 2015 to 2016 with a spatial resolution of 30 m. The total area of croplands was estimated as 21.8 million hectares (Mha), of which only 1.11 Mha were mapped as the irrigated area. This is only around 5% of the estimated total agricultural area. The accuracy of the results was evaluated using geographic coordinates of irrigated areas provided by the Ethiopian Ministry of Agriculture. The results confirmed that irrigated areas can be identified reasonably well by analyzing seasonal trends in vegetation and moisture levels.

PurposeThis paper aims to offer insights regarding antecedents and consequences of relationship conflict in supervisor‐subordinate dyads, regardless of the demographic characteristics of the dyads. The authors explain the causes and outcomes of relationship conflict utilizing an affective approach, and suggest that factors such as moods, values, and situational context play an important role in influencing relationship conflict and its outcomes – intention to quit and trust in supervisor.Design/methodology/approachThe authors surveyed 200 employees of multiple companies in the greater Atlanta, Georgia area. They utilized hierarchical regression, (with the inclusion of two‐ and three‐way interaction terms) to test their hypotheses and interaction effects.FindingsNegative mood and positive mood interacted to impact the level of relationship conflict experienced by subordinates. Subordinates' collectivism values strengthened the impact of the positive mood‐negative mood interaction on relationship conflict. Mentoring and supervisor‐subordinate dyad tenure moderated the relationship conflict to outcomes associations.Originality/valueThe study goes beyond traditional relational demography research in order to offer new insights and perspectives on the causes and outcomes of relationship conflict at different hierarchical levels from an affective approach, specifically, moods theory. Since relationship conflict is an inevitable process, an understanding of antecedents and consequences of the conflict can allow managers to be better equipped to create a healthy work environment.

Organizations are occasionally faced with technology-based and accident-triggered crises that may cause costly disasters if not handled properly. Questions arise: How should organizations, with their complex processes and human involvement, be designed if they are to perform well in such crises? Would organizations benefit from structural changes during crises? From a neo-information processing perspective that views organizations as composed of cognitively restricted, socially situated, and task-oriented actors, we argue that the causes and consequences of crises may be better understood through the systematic examination of both environmental and organizational factors. We address our research questions using a rather unique approach: a matched analysis of 80 real organizational cases and 80 computer-simulated organizations. The findings show that a crisis can present critical challenges to organizational performance both externally and internally, and that there is no design guarantee that a high-performing organization will continue to perform well during a crisis situation. In addition, when organizations restructure to adapt to crisis situations, they often face the serious challenges of having to understand not only the external environment, but also organizational design traps.

This is a protocol for a Cochrane Review (Intervention). The objectives are as follows: To assess the effectiveness of pre‐deployment programmes for building resilience in military and front‐line emergency service personnel.