A survey study of voting behavior and political participation in Zhejiang

Two existing models are used to conceptualize the constrained and limited participation in the communist system. The mobilization model suggests that participation was so mobilized by the party/state that it was largely meaningless, while the disengagement model supports the idea that many communist citizens adopted non-participatory behaviors such as non-voting as a means of protest. This paper attempts to demonstrate the importance of a third model – the emergent democratic culture model. The survey results show that the participation index is in proportion to the number of elections in which a villager is involved; and a growing number of voters in Zhejiang are developing citizen-initiated participation, with rights consciousness.

This research finds that the level of participation is influenced by three major factors: the perceived worth of the election itself, regularity of electoral procedures, and the fairness of electoral procedures. It also finds that parochial political culture and political apathy still exist, and the emergent democratic consciousness falls short of an ideal democratic standard. While a highly democratic culture helps to develop village democracy, the apathetic attitude continues to support the authoritarian leadership and structure in many villages. The paper also gives an account of survey research in rural China and offers a thoughtful critique of the use of voting and non-voting as the sole indicator of political participation.

A Response to Critique of the Refreeze Step in Lewin’s Model of Organizational Change from the Viewpoint of Organizational Behavior

Problem Statement
This paper responds to criticism of Kurt Lewin’s three step model of organizational change in increasingly turbulent environments. It explores whether the refreeze step of Kurt Lewin’s notable three step model is still applicable to organizational change processes in the age of globalisation and digitalisation.

Method
Literature review and critical analysis of applied examples are used to provide an overview of Kurt Lewin’s three-step change model. Authors’ observations and reflections are integrated in the discussion. The changing contemporary environment and the implications for the refreeze step of Lewin’s model are accordingly discussed.

Conclusions
The paper concludes that a balance of stability and movement; of discrete and emergent change; is the reality for today’s organizations, and forms the touchstone for Lewin’s formulation of change theories. Alignment is observed between notions of desired equilibrium in Lewin’s model and the contemporary underpinnings of sustainability. Technology and the modern pace of organizational change are also factors to consider. There has hence been an adaptation of his theoretical heritage that is current and sufficiently robust to withstand the criticisms of the refreeze stage.