The article sets theoretical ground for the content and structure of the “altruistic investment” networking strategy as one of the strategies of individual social behavior. Altruistic investment is based, firstly, on the value of a benevolent attitude toward all people; secondly, the desire of the individual to improve the “social situation” for all its participants and thirdly, it involves conscious action for the sake of the common good, namely, investing resources in maintaining positive group norms and protecting justice. The study used the modified social dilemmas, “Public good dilemma” and “Dictator game under third-party punishment”. Using structural modeling in a sample of 362 people, it was found that the empirical data correspond to the a priori model of altruistic investment in the group’s social capital. The structure of the networking strategy of the individual contains the value, motivational and behavioral components. The role of altruistic investment in the formation of the social capital of the group is shown.
The article discusses personality networking behavior as a mechanism of building the social capital in a social network. The concepts of social and functional roles, social exchange theory, social network analysis (network role discovery) and the phenomenon of social capital are included to explore the problem. Theoretical and empirical studies are brought together to explain the connections between an individual and his or her network position in a social structure, as well as his or her networking behavior. We assume that personal networking strategy relies on values and is actualized in a certain way of social behavior, thus helping to exert the individual’s influence on his or her social capital buil. This construct allows as to understand personality as both pursuing some personal goals and working on social capital formation of social network.
The collection contains annotations to the reports of the 42nd international scientific school-seminar named after academician S. S. Shatalin "System modeling of socio-economic processes".
The article discusses the different types of capital of students with disabilities as agents in the field of higher education and analyzes the role of social capital in the transformation of practices in this field. The analysis is carried out on the basis of qualitative interviews conducted in five universities in Kazan, Novosibirsk, Samara, Saratov, Tomsk with students with motor, hearing, visual disabilities and with university professors with experience in admissions committees. A student with a disability enters a university as a pre-existing, given field. Universities can be conservative, inhibit change and impede students’ attempts to engage and participate in decision-making in higher education policies. Barriers to education can arise among students because of the impossibility or their inability to voice their posi-tion. The types of capital students with disabilities have are formed by social networks, laid by the school and the family, determined by the level of training and the economic status. Even students from wealthy families have difficulties acquiring cultural capital, since they must overcome their habitus of disability in themselves and in the perception of others. In the process of accumulating social capital, they change the structure of interactions and the nature of social ties, as well as self-esteem, thereby acquiring a qualitatively new cultural capital. Higher education becomes a resource of social and cul-tural capital not only for students with disabilities, but also for all field agents. Friendship, student interactions, everyday communication of students with professors and staff lead to the habitualization of the characteristics of students with disabilities. The actions of these and other field agents, their individual practices will simultaneously reproduce and to some extent transform the field
Modern practice of management of human resources is based, along with other concepts, on the Talent management concept. There are pro-active employees among a talent employees, whose competences allow to consider them as perspective candidates for replacement of managerial positions. In order that development of pro-active employees and planning of their career was adequate to both their competences, and requirements of the organization, the system of additional roles for such employees is offered. Step-by-step development of these roles allows not only estimating the potential of the pro-active employee, but also practically to prepare it for administrative activity in modern conditions.