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Although various dimensions of values have been advanced, this paper proposes a three-fold value typology, using individual, collective and universal value orientations. In post-war Japan, a profound change in values from the collective orientation to individual orientation has occurred. It is suggested that the causes of this change are: 1) democracy imported from Western countries; 2) the development of an affluent society as a result of economic growth; and 3) social changes, like urbanisation and the nuclearisation of the family. On the other hand, in the 1980s there was a growth in the awareness of the universal orientation, involving the relative priority that a person gives to general human happiness over the individual's own happiness if there is a competitive relation between the two. Although people who hold a universal orientation and behave accordingly are still in a minority, the universal orientation will become more widespread in future society and it is therefore important to pay particular attention to it.

AbstractRelying on examples from international, EU and comparative law and drawing on insights from the class action literature, this article argues that important advances in minority rights protection can be achieved without the revision of substantive legal provisions and the full-scale embracing of collective rights. Allowing minority members to present their claims on behalf of a larger group (collective procedure), even when such claims ultimately rest on the rights of individuals as opposed to those of the group, strengthens minority rights and can transform our vision of them. An overview of eight interrelated benefits shows not only how these advantages occur, but also why the procedural approach avoids the issues that motivate negative critiques of group rights.

In work teams, two situations often arise. In the first, one can observe only the output of the work group, not the contributions of each member. In the second, the output of each member depends not only on one's own effort but on the efforts of other workers. The problem that arises in both situations is how to construct reward schemes. Group piece-rate schemes are often suggested as a solution. However, these are susceptible to free rider problems. One classic and non-market-based solution relies on a supervisor who keeps free riders in line. Another solution to the free rider problem retains the market-type character of the piece rate scheme but the relationship between output and reward is highly nonlinear. This article discusses three alternative and non-market-based solutions to the free rider problem: social rewards, altruistic preferences, and moral commitments.

AbstractWe develop an approach to studying new business governance models and we illustrate how these models take the general interest into account. We outline the main prevailing trends, in the context of the Québec model of development, and discuss the new conceptions of the state and of its role in governance. As a result of this, organizations and institutions are playing a new role in the pursuit of the general interest, which we examine using the 'Solidarity Fund' of the Fédération des travailleurs et travailleuses du Québec (FTQ). We suggest that a partnership‐based governance model may help support the emergence of a new mixed economy that weds the general interest with individual and collective interests in an original way.

AbstractThe future health of the human service nonprofit sector depends largely upon its ability to train a diverse generation of emerging and current leaders (Araque & Weiss, 2019, Oxford University Press). To successfully meet this challenge, leadership development programs must ensure equitable access to training and equip participants, especially women, to not just develop a leadership mindset, but apply the knowledge and skills they gain to change behaviors and organizational practices (Araque & Weiss, 2019, Oxford University Press). We examine the experiences of a sample of racially diverse (56% of color and 44% White) women human service professionals across the first 5 years of a leadership development program and highlight the impact of their leadership learning and coaching on changes in individual and organizational behaviors. Data were collected through a Qualtrics online survey of 76 of 96 (79% response rate) women participants and two interviews with women coaches who facilitated multiple peer coaching circles. Results show the value and benefits of leadership learning and coaching on women's mindset and work behaviors. As participants moved from learning to action, they applied a range of new ways of behaving and performing, which they perceived had an impact on their organizations' practices and members.