Measures of well-being were created to assess psychological flourishing and feelings-positive feelings, negative feelings, and the difference between the two. The scales were evaluated in a sample of 689 college students from six locations. The Flourishing Scale is a brief 8-item summary measure of the respondent's self-perceived success in important areas such as relationships, self-esteem, purpose, and optimism. The scale provides a single psychological well-being score. The measure has good psychometric properties, and is strongly associated with other psychological well-being scales. The Scale of Positive and Negative Experience produces a score for positive feelings (6 items), a score for negative feelings (6 items), and the two can be combined to create a balance score. This 12-item brief scale has a number of desirable features compared to earlier measures of positive and negative emotions. In particular, the scale assesses with a few 123Soc Indic Res (2010) 97:143-156 DOI 10.1007 items a broad range of negative and positive experiences and feelings, not just those of a certain type, and is based on the amount of time the feelings were experienced during the past 4 weeks. The scale converges well with measures of emotions and affective well-being.

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Organizational culture is an important predictor of organizational effectiveness, but it is also part of an organizational system that consists of highly interdependent elements such as strategy, structure, leadership, and high performance work practices (HPWPs). As such, accounting for the effect of culture's system correlates is important to specify more precisely organizational culture's predictive value for organizational outcomes. To date, however, efforts to connect culture with its system correlates have proceeded independently without integration. This trend is problematic because it raises questions about the strength of culture's association with its system correlates, and it casts uncertainty about organizational culture's predictive validity for organizational outcomes relative to other elements of an organization's system. We addressed these issues by conducting a meta-analysis based on 148 independent samples (N ϭ 26,196 organizations and 556,945 informants). Results generally supported hypothesized predictions linking culture with strategy, structure, leadership, and HPWPs. Meta-analytic regressions and relative weight analyses further revealed that culture dimensions explained unique variance in effectiveness criteria after controlling for the effects of leadership and HPWPs but varied across effectiveness criteria in terms of relative importance. We discuss theoretical and practical implications and highlight several avenues for future research.

The authors examined cultural and individual differences in the relation between daily events and daily satisfaction. In a preliminary study, they established cross-cultural equivalence of 50 daily events. In the main study, participants in the United States, Korea, and Japan completed daily surveys on the 50 events and daily satisfaction for 21 days. The multilevel random coefficient model analyses showed that (a) the within-person association between positive events and daily satisfaction was significantly stronger among Asian American, Korean, and Japanese participants than among European American participants and (b) the within-person association between positive events and daily satisfaction was significantly weaker among individuals high in global life satisfaction than among those low in global life satisfaction. The findings demonstrate a weaker effect of positive events on daily well-being among individuals and cultures high in global well-being.

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Unlike most treatments of culture in international diplomacy, this article suggests that culture can play a positive role in the mediation of international disputes. Cultural ties between the mediator and one or both of the disputants can facilitate mediation by, among other things, enhancing the mediator's acceptability to the parties, and enhancing the belief that the mediator can deliver concessions and agreements. Moreover, a mediator who is closer to one side than the other can be effective in mediation, especially when the mediator acts in an even-handed manner. Data from laboratory research on mediation, as well as anecdotal evidence, support this view.Contrairement aÁ la plupart des analyses de l'in¯uence de la culture en diplomatie internationale, cet article suggeÁ re que la culture peut jouer un ro à le positif dans la me diation de con¯its internationaux. Les liens culturels entre le me diateur et l'un des opposants ou les deux peuvent faciliter la me diation, entre autres, en rendant le me diateur plus acceptable aux deux parties et en favorisant l'ide  e que le me diateur peut obtenir des concessions et des accords. De plus, un me diateur qui est plus preÁ s de l'une des parties que de l'autre peut mener une me diation ef® cace, particulie Á rement quand il agit de manieÁ re e quitable. Les donne es de laboratoire sur la me diation, de meà me que les donne es anecdotiques, appuient ce point de vue.

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