目录 I.A Unit and a Enterprise Community
II.Social Identity and Organizational Cohesion
III.Organizational Identity and Organizational Commitment 参考资料 1.Anthony Giddens, 1984, The Constitution of Society, Cambridge: Polity Press.
2.Li Chaoxu, 1997, “A Survey of the Study and Measurement of Organizational Commitment and the Prospect”, Research on Social Psychology, no. 2.
3.Li Hanlin, Li Lulu and Wang Fenyu, 1995, Research Data on the Phenomenon of Work Unit in China, Beijing: the Central Literature Press.
4.Sun Liping, 1994, “Changes in the Interactions among the State, the Folk Elite and the Common People on the Mainland of China before and after the Reform”, Quarterly of Social Sciences in China (Hong Kong), no. 1.
5.Kang Xiaoguang, 1997, Creating Hope – A Study of China Youth and Juvenile Development Foundation, Guilin: Lijiang Publishing House and Guangxi Normal University Press.
6.Kang Xiaoguang et al., 1997, Investigation Report on the Hope Project, Guilin: Lijiang Publishing House and Guangxi Normal University Press.
7.Bell, C. and Newby, H., 1871, Community Studies, London: Sage.
8.Hogg, M. A. and Abrams, D., 1988, Social Identification: A Social Psychology of Intergroup Relations and Group Processes, London: Routledge.
9.Mowday, R., Steers, R.,

There is no denying the fact that the great success of “Project Hope” and the growth of the institution in charge of its implementation was achieved on a social background and under a system environment that was not very favorable. The disadvantages are chiefly as follows: Firstly, there is a lack of the modern idea of public welfare in the society and cultural heritage as a whole. Kind-heartedness and sympathy do have their foundation in the mass, but the idea of “power is supreme” or “money is supreme” is still the prevalent social mind. Secondly, in spite of the fact that, with the transformation of Chinese society toward a market economy, with increase of “free-floating resources”, and with appearance of “free-acting spaces”(Sun Liping, 1994), restrictions by the conventional system began to relax, enormous inertia and restrictions by the system still exists, and system environment for the development of a new form of organization – the third sector – is still disadvantageous. Thirdly, the China Youth Development Foundation (CYDF) at the time of its inauguration is almost doing business with no capital. With only ￥100,000 for registration and ￥10,000 for administrative expenses, the process of its implementation of “Project Hope” and the process of its development is mainly the process of intangible assets bringing about tangible assets. On this background, success of “Project Hope” and development of the CYDF was not the result of natural growth in suitable environment, but was rather the result of extremely creative and hard effort. It was success of intelligent creativity over all sorts of disadvantages, in a sense over the restrictions imposed by social environment and the system. This has direct relations with a group of people with dedication, determination, intelligence and creativity “doing work” together. Then, as to this concept of “doing work” often mentioned by those people of the CYDF, what in fact does it mean to them? Why are they willing to “do work” in this place? At a time when there are still strong forces and attractions within the system and many opportunities that offer high material benefits without the system, how does the CYDF come about with so great a force of cohesion that it is able to gather such a group of people that certainly are “able at doing work”? These amount to the question we are going to discuss – how does the cohesiveness of the CYDF come about.