This dissertation is about social mobilizations in rural Kyrgyzstan from 2010-2015. Following a constructivist approach, I aim to answer a puzzling question in regard to multiple but rarely sustainable protests in this global periphery: Under what conditions can provisional episodes of mobilization be transformed into sustained mobilization? In particularly, I consider Eric Hirsch’s insight that the commitment of participants of mobilization to the cause is formed within collective instances, i.e. ‘group processes’, and I employ it in the Kyrgyzstani context of generalized distrust and discredited corrupt politics. I explore the conditions in which participants of episodes of mobilization create trust in organizers and into the cause of mobilization. I investigate these conditions in two case studies: one concerns a fragmented labour force at a state-owned gas and oil company in which, in the course of four years, workers succeeded to empower themselves as a collective actor within the group processes of collective learning and collective decision-making. The second tells a story about a fragmented rural community that goes against mining operations but sees the decline of an initially successful mobilization within group processes of monitoring. These findings point to the presence of a specific ‘pre-condition’ for any lasting mobilization: trust between organizers and participants of episodes of mobilization must be established in the process of monitoring the commitment to collective interests. With this insight I contribute to the literature on social movements and mobilizations that tends to take commitment and trust as pre-established resources. Furthermore, this work intervenes in the ongoing discussion on social change in the former Soviet Union. First, my observations of the difficult formation of protest groups lead, surprisingly, to the conclusion that the weak state produces a weak society. Second, due to the fragmented and localized nature of these mobilizations, social and political change in Kyrgyzstan is most likely to occur at the local level.

Improving organizational performance is an essential goal for any type of organization. This process involves varieties of methods, polices and strategies. One of the important elements of organizational performance is trust-building process which deeply depends on leadership efforts of ranked employees and managers. Literature has enough empirical evidence on influence of trust and trusted work environment on organizational performance. Aftermath of recent riots and clashes in Kyrgyzstan Kyrgyz National Police (KNP) officers are demoralized by the actions of both previous and current governments which bear corruption, bribery and clan type of ruling. These facts led to untrustworthy environments and relationships among officers with concentration of power on the top. In order to provide trusted environments and trust among officers, there is need for more linear type of management, especially in terms of supervisorsubordinate relationships. There is urgent need for reforms at KNP which would focus more on governance and collaborative management style administration. Organizational social capital and organizational citizenship behavior develop strong foundation for trusted relationships and committed actions in communities and organizations. These two concepts were examined in public organization setting in this study. Organizational social capital is a source for trust building process where participative decision-making, feedback on performance, empowerment and interpersonal trust among employees are important elements of this phenomenon. On the other hand, organizational citizenship behavior is a source for entrepreneurship and organizational commitment. iv The measurement models of four dimensions of organizational social capital (participation, feedback on performance, empowerment and interpersonal trust) and organizational citizenship behavior represented by organizational commitment were examined in this study. The influence of organizational social capital and organizational citizenship behavior on perceived organizational performance of KNP is observed by utilizing structural equation modeling (SEM) technique. Moreover, all possible correlations among all dimensions of organizational social capital with each other and with organizational commitment were tested. This study utilizes the data accomplished in 7 regions of Kyrgyzstan and a capital of Bishkek. The total number of respondents participated in the survey were 267 KNP officers from different KNP departments. This study tested eleven hypotheses where nine of them were statically supported. The results of this study indicate that the dimensions of organizational social capital (participation, feedback and empowerment) have statistically significant relationships with perceived organizational performance through mediating variable of interpersonal trust. However, the relationship of participation and feedback with perceived organizational performance through mediating variable of organizational commitment was insignificant. On the other hand, results indicated positive correlations among the three dimensions organizational social capital with high factor loadings. Overall, the results suggest that organizational social capital with its dimensions is the main source of trust-building process which enormously influences perceived organizational performance. Moreover, by practicing empowerment it is possible to increase number of committed officers which is also an important factor in improving organizational performance.