Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible Field
In China, communities function as grassroots self-governing bodies, and the enhancement of public participation in community governance has remained a central focus of study. This paper applies the Large-Scale Group Decision-Making (LSGDM) method to the process of community self-governance and propo...
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| Format: | Article |
| Language: | English |
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MDPI AG
2024-11-01
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| Series: | Systems |
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| Online Access: | https://www.mdpi.com/2079-8954/12/11/467 |
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| author | Jing Bai Huaning Ma Zhe Xiao Jin Ran Xingyuan Li |
| author_facet | Jing Bai Huaning Ma Zhe Xiao Jin Ran Xingyuan Li |
| author_sort | Jing Bai |
| collection | DOAJ |
| description | In China, communities function as grassroots self-governing bodies, and the enhancement of public participation in community governance has remained a central focus of study. This paper applies the Large-Scale Group Decision-Making (LSGDM) method to the process of community self-governance and proposes a dual feedback group consensus decision-making model that takes into account the unique social relations among residents. Firstly, the concept of the Organizational Invisible Field—formed in communities by intangible social capital such as positional power and interpersonal relationships within the organization—is introduced. The definition of Invisible Field Force is utilized to measure the influence of these forms of capital on social relationships. Subsequently, drawing on field dynamic theory, the process by which residents’ preferences within the organization are shaped by the action of Invisible Field Force is explored. Secondly, acknowledging that invisible relationships can be affected by dynamic interactions during the decision-making process, the Invisible Field Force change model is constructed. Building on this, a dual feedback consensus coordination mechanism—encompassing both in-organization members and all residents—is designed. Finally, the validity and utility of the model are verified through case studies and sensitivity analyses. |
| format | Article |
| id | doaj-art-b77ab47e383a4881b42e180bca1d6594 |
| institution | Kabale University |
| issn | 2079-8954 |
| language | English |
| publishDate | 2024-11-01 |
| publisher | MDPI AG |
| record_format | Article |
| series | Systems |
| spelling | doaj-art-b77ab47e383a4881b42e180bca1d65942024-11-26T18:23:18ZengMDPI AGSystems2079-89542024-11-01121146710.3390/systems12110467Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible FieldJing Bai0Huaning Ma1Zhe Xiao2Jin Ran3Xingyuan Li4Economic and Management College, Yanshan University, Qinhuangdao 066004, ChinaEconomic and Management College, Yanshan University, Qinhuangdao 066004, ChinaEconomic and Management College, Yanshan University, Qinhuangdao 066004, ChinaXinjiang Key Laboratory of Green Construction and Smart Traffic Control of Transportation Infrastructure, Xinjiang University, Wulumuqi 830017, ChinaXinjiang Key Laboratory of Green Construction and Smart Traffic Control of Transportation Infrastructure, Xinjiang University, Wulumuqi 830017, ChinaIn China, communities function as grassroots self-governing bodies, and the enhancement of public participation in community governance has remained a central focus of study. This paper applies the Large-Scale Group Decision-Making (LSGDM) method to the process of community self-governance and proposes a dual feedback group consensus decision-making model that takes into account the unique social relations among residents. Firstly, the concept of the Organizational Invisible Field—formed in communities by intangible social capital such as positional power and interpersonal relationships within the organization—is introduced. The definition of Invisible Field Force is utilized to measure the influence of these forms of capital on social relationships. Subsequently, drawing on field dynamic theory, the process by which residents’ preferences within the organization are shaped by the action of Invisible Field Force is explored. Secondly, acknowledging that invisible relationships can be affected by dynamic interactions during the decision-making process, the Invisible Field Force change model is constructed. Building on this, a dual feedback consensus coordination mechanism—encompassing both in-organization members and all residents—is designed. Finally, the validity and utility of the model are verified through case studies and sensitivity analyses.https://www.mdpi.com/2079-8954/12/11/467large-scale group decision-makingorganizational invisible fielddual feedbackcommunity governance |
| spellingShingle | Jing Bai Huaning Ma Zhe Xiao Jin Ran Xingyuan Li Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible Field Systems large-scale group decision-making organizational invisible field dual feedback community governance |
| title | Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible Field |
| title_full | Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible Field |
| title_fullStr | Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible Field |
| title_full_unstemmed | Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible Field |
| title_short | Large-Scale Group Decision Making with Dual Feedback from Community Residents Based on the Organizational Invisible Field |
| title_sort | large scale group decision making with dual feedback from community residents based on the organizational invisible field |
| topic | large-scale group decision-making organizational invisible field dual feedback community governance |
| url | https://www.mdpi.com/2079-8954/12/11/467 |
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