Another Way of Saying Enough: Environmental Concern and Popular Mobilization in Kyrgyzstan

This article is a foray into the understudied issue of environmental protest politics in Central Asia. Specifically, it uses Kyrgyzstan as a case study to test the argument that environmental concerns mobilized people to engage in protest and in ways different from other kinds of protest. This essay presents the first systematic study of public opinion about the environment in Kyrgyzstan. It includes results from a 2009 nationwide survey, over 100 expert and elite interviews, and newspaper content analysis. Furthermore, it spatially analyzes these results to identify geographical variation in public perception and political event occurrence patterns. Protest engagement is a complex process determined by the interaction of several factors, and is not explained solely by affluence, rationality, or grievances. Eco-mobilization - collective political action about the environment - represents a class of protest events that offers a different view into mass discontent in the former Soviet Union and neo-patrimonial societies. The study finds that these political actions about the environment are not necessarily elite driven; there is a basic foundation of national concern and salience of these issues, and demonstrated environmental beliefs do help to explain protest behavior.

A Dynamic Approach to Stakeholder Theory: A Case Study of Labor - Management Relations at General Motors

The purpose of this thesis is to identify areas for improvement in the current stakeholder management literature. The current stakeholder management theories were analyzed to determine their benefits and detriments. To determine how these theories work in a corporation, General Motors was selected as a single-case study to determine the patterns of stakeholder management over time. These patterns demonstrated the need for dynamic stakeholder management over time, with an emphasis on collaboration and the necessity of recognizing the greater stakeholder network surrounding the corporation. Proper stakeholder management in the early years of General Motors would have prevented its failure, while the organizational culture as a path-dependent variable made it difficult for General Motors to alter long-standing stakeholder relationships.