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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Applied Psychology</h1><div class="u-tcGrayDark">34,023 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Applied Psychology</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Applied_Psychology">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Applied_Psychology/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Applied_Psychology/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Applied_Psychology/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Applied_Psychology">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_46791414" data-work_id="46791414" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/46791414/Gender_Variance_and_Deployment_of_Women_in_Combat_An_Overview">Gender Variance and Deployment of Women in Combat: An Overview</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Military is a profession which is mostly dominated by men. Often the words like combat, war and bravery are used for men folk. However, the scenario has changed in last few decades and women have also been commissioned in the forces in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_46791414" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Military is a profession which is mostly dominated by men. Often the words like combat, war and bravery are used for men folk. However, the scenario has changed in last few decades and women have also been commissioned in the forces in many countries. Despite the induction of women in forces they are mostly assigned desk jobs and not taken for combat role or command positions. Since their induction, women are having only 15% or less representation in forces worldwide. They continue to strive to achieve professional competence in the field. Women today are excelling in every field but military is a field where their potential has not been recognised yet. The current paper presents a review of relevant studies in order to investigate the root of gender variance in forces and provides an in-depth understanding into the issues and challenges in achieving gender equality in forces. Various psychological theories along with supporting studies have been discussed to critically analyse the pros and cons of employing women in combat role. It is recognized that armed forces need the fittest and finest, irrespective of gender. Hence, a competency based approach in deployment for combat role is recommended as it will give women equal opportunity to prove their competency and serve in combat role.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/46791414" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5d0214dd331191a9543de9468db922df" rel="nofollow" data-download="{"attachment_id":66253845,"asset_id":46791414,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/66253845/download_file?st=MTczOTc5MzA1Myw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="49847754" href="https://gbu.academia.edu/PradeepGupta">Pradeep Gupta</a><script data-card-contents-for-user="49847754" type="text/json">{"id":49847754,"first_name":"Pradeep","last_name":"Gupta","domain_name":"gbu","page_name":"PradeepGupta","display_name":"Pradeep Gupta","profile_url":"https://gbu.academia.edu/PradeepGupta?f_ri=223","photo":"https://0.academia-photos.com/49847754/17104707/17267934/s65_pradeep.gupta.jpg"}</script></span></span></li><li class="js-paper-rank-work_46791414 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="46791414"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 46791414, container: ".js-paper-rank-work_46791414", }); 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Often the words like combat, war and bravery are used for men folk. However, the scenario has changed in last few decades and women have also been commissioned in the forces in many countries. Despite the induction of women in forces they are mostly assigned desk jobs and not taken for combat role or command positions. Since their induction, women are having only 15% or less representation in forces worldwide. They continue to strive to achieve professional competence in the field. Women today are excelling in every field but military is a field where their potential has not been recognised yet. The current paper presents a review of relevant studies in order to investigate the root of gender variance in forces and provides an in-depth understanding into the issues and challenges in achieving gender equality in forces. Various psychological theories along with supporting studies have been discussed to critically analyse the pros and cons of employing women in combat role. It is recognized that armed forces need the fittest and finest, irrespective of gender. Hence, a competency based approach in deployment for combat role is recommended as it will give women equal opportunity to prove their competency and serve in combat role.","downloadable_attachments":[{"id":66253845,"asset_id":46791414,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":49847754,"first_name":"Pradeep","last_name":"Gupta","domain_name":"gbu","page_name":"PradeepGupta","display_name":"Pradeep Gupta","profile_url":"https://gbu.academia.edu/PradeepGupta?f_ri=223","photo":"https://0.academia-photos.com/49847754/17104707/17267934/s65_pradeep.gupta.jpg"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":696,"name":"Gender Studies","url":"https://www.academia.edu/Documents/in/Gender_Studies?f_ri=223","nofollow":true},{"id":1138,"name":"Women's Studies","url":"https://www.academia.edu/Documents/in/Womens_Studies?f_ri=223","nofollow":true},{"id":7024,"name":"Gender","url":"https://www.academia.edu/Documents/in/Gender?f_ri=223"},{"id":7490,"name":"Gender Equality","url":"https://www.academia.edu/Documents/in/Gender_Equality?f_ri=223"},{"id":10142,"name":"Gender Theory","url":"https://www.academia.edu/Documents/in/Gender_Theory?f_ri=223"},{"id":13518,"name":"Gender and Development","url":"https://www.academia.edu/Documents/in/Gender_and_Development?f_ri=223"},{"id":24445,"name":"Psychology of Women","url":"https://www.academia.edu/Documents/in/Psychology_of_Women?f_ri=223"},{"id":29108,"name":"Feminist Literary Theory and Gender Studies","url":"https://www.academia.edu/Documents/in/Feminist_Literary_Theory_and_Gender_Studies?f_ri=223"},{"id":39946,"name":"Military","url":"https://www.academia.edu/Documents/in/Military?f_ri=223"},{"id":41773,"name":"Military Psychology","url":"https://www.academia.edu/Documents/in/Military_Psychology?f_ri=223"},{"id":44617,"name":"Armed Forces","url":"https://www.academia.edu/Documents/in/Armed_Forces?f_ri=223"},{"id":49663,"name":"Women and Gender Studies","url":"https://www.academia.edu/Documents/in/Women_and_Gender_Studies?f_ri=223"},{"id":127357,"name":"Women and Men Psychology (and Gender Differences)","url":"https://www.academia.edu/Documents/in/Women_and_Men_Psychology_and_Gender_Differences_?f_ri=223"},{"id":158222,"name":"Indian Army","url":"https://www.academia.edu/Documents/in/Indian_Army?f_ri=223"},{"id":205409,"name":"Women in Combat","url":"https://www.academia.edu/Documents/in/Women_in_Combat?f_ri=223"},{"id":304444,"name":"Combat","url":"https://www.academia.edu/Documents/in/Combat?f_ri=223"},{"id":366183,"name":"Armed Forces and Society","url":"https://www.academia.edu/Documents/in/Armed_Forces_and_Society?f_ri=223"},{"id":919502,"name":"Indian Armed Forces","url":"https://www.academia.edu/Documents/in/Indian_Armed_Forces?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_57016164" data-work_id="57016164" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/57016164/The_influence_of_shared_mental_models_on_team_process_and_performance">The influence of shared mental models on team process and performance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flightcombat simulation. The authors both conceptually... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_57016164" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flightcombat simulation. The authors both conceptually and empirically distinguished between teammates' task-and team-based mental models and indexed their convergence or "sharedness" using individually completed paired-comparisons matrices analyzed using a network-based algorithm. The results illustrated that both shared-team-and task-based mental models related positively to subsequent team process and performance. Furthermore, team processes fully mediated the relationship between mental model convergence and team effectiveness. Results are discussed in terms of the role of shared cognitions in team effectiveness and the applicability of different interventions designed to achieve such convergence.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/57016164" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="efa0027b67e87298626dee5ccd905d3a" rel="nofollow" data-download="{"attachment_id":72118642,"asset_id":57016164,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/72118642/download_file?st=MTczOTc5MzA1Myw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="38655114" href="https://independent.academia.edu/JCannonbowers">Janis A Cannon-Bbowers</a><script data-card-contents-for-user="38655114" type="text/json">{"id":38655114,"first_name":"Janis","last_name":"Cannon-Bbowers","domain_name":"independent","page_name":"JCannonbowers","display_name":"Janis A Cannon-Bbowers","profile_url":"https://independent.academia.edu/JCannonbowers?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_57016164 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="57016164"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 57016164, container: ".js-paper-rank-work_57016164", }); 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The authors both conceptually and empirically distinguished between teammates' task-and team-based mental models and indexed their convergence or \"sharedness\" using individually completed paired-comparisons matrices analyzed using a network-based algorithm. The results illustrated that both shared-team-and task-based mental models related positively to subsequent team process and performance. Furthermore, team processes fully mediated the relationship between mental model convergence and team effectiveness. 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})();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_210406" data-work_id="210406" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/210406/Expressed_emotion_Social_anxiety_Emotional_overinvolvement_Criticism_Hostility">Expressed emotion. Social anxiety. Emotional overinvolvement. Criticism. Hostility.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"The role that the involvement of parents may play in the treatment outcome of their children with anxiety disorders is still under debate. Some studies dealing with other disorders have examined the role that the expressed emotion (EE)... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_210406" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"The role that the involvement of parents may play in the treatment outcome of their <br />children with anxiety disorders is still under debate. Some studies dealing with other <br />disorders have examined the role that the expressed emotion (EE) construct (parental <br />overinvolvement, criticism and hostility) may play in treatment outcome and relapse. <br />Given that some of these aspects have been associated with social anxiety for a long time, <br />it was hypothesized that EE may be associated with lower treatment outcome. The sample <br />was composed of 16 adolescents who benefited from a school-based, cognitive-behavioural <br />intervention aimed at overcoming social anxiety. Then, parents were classified with <br />high or low EE. The results revealed that the adolescents whose parents had low EE <br />showed a statistically significant reduction of their social anxiety scores at posttest, as <br />opposed to adolescents of parents with high expressed emotion. These findings suggest <br />that parental psychopathology (parents with high EE) should be taken into consideration <br />to prevent poor adolescent treatment outcome."</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/210406" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="48b1563b8d5c646328f7b2ac9c60d8d4" rel="nofollow" data-download="{"attachment_id":639416,"asset_id":210406,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/639416/download_file?st=MTczOTc5MzA1Myw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37848" href="https://ujaen.academia.edu/LuisJoaquinGarciaLopez">LuisJoaquin Garcia-Lopez, Ph.D.</a><script data-card-contents-for-user="37848" type="text/json">{"id":37848,"first_name":"LuisJoaquin","last_name":"Garcia-Lopez, Ph.D.","domain_name":"ujaen","page_name":"LuisJoaquinGarciaLopez","display_name":"LuisJoaquin Garcia-Lopez, Ph.D.","profile_url":"https://ujaen.academia.edu/LuisJoaquinGarciaLopez?f_ri=223","photo":"https://0.academia-photos.com/37848/1897205/2249641/s65_luisjoaquin.garcia-lopez_ph.d..jpg"}</script></span></span></li><li class="js-paper-rank-work_210406 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="210406"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 210406, container: ".js-paper-rank-work_210406", }); 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$(".js-view-count[data-work-id=210406]").text(description); $(".js-view-count-work_210406").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_210406").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="210406"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">23</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="226" rel="nofollow" href="https://www.academia.edu/Documents/in/Clinical_Psychology">Clinical Psychology</a>, <script data-card-contents-for-ri="226" type="text/json">{"id":226,"name":"Clinical Psychology","url":"https://www.academia.edu/Documents/in/Clinical_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="230" rel="nofollow" href="https://www.academia.edu/Documents/in/Cognitive_Behavioral_Therapy">Cognitive Behavioral Therapy</a><script data-card-contents-for-ri="230" type="text/json">{"id":230,"name":"Cognitive Behavioral Therapy","url":"https://www.academia.edu/Documents/in/Cognitive_Behavioral_Therapy?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=210406]'), work: {"id":210406,"title":"Expressed emotion. 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These findings suggest\r\nthat parental psychopathology (parents with high EE) should be taken into consideration\r\nto prevent poor adolescent treatment outcome.\"","downloadable_attachments":[{"id":639416,"asset_id":210406,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37848,"first_name":"LuisJoaquin","last_name":"Garcia-Lopez, Ph.D.","domain_name":"ujaen","page_name":"LuisJoaquinGarciaLopez","display_name":"LuisJoaquin Garcia-Lopez, Ph.D.","profile_url":"https://ujaen.academia.edu/LuisJoaquinGarciaLopez?f_ri=223","photo":"https://0.academia-photos.com/37848/1897205/2249641/s65_luisjoaquin.garcia-lopez_ph.d..jpg"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":226,"name":"Clinical Psychology","url":"https://www.academia.edu/Documents/in/Clinical_Psychology?f_ri=223","nofollow":true},{"id":230,"name":"Cognitive Behavioral Therapy","url":"https://www.academia.edu/Documents/in/Cognitive_Behavioral_Therapy?f_ri=223","nofollow":true},{"id":254,"name":"Emotion","url":"https://www.academia.edu/Documents/in/Emotion?f_ri=223"},{"id":635,"name":"Psychiatry","url":"https://www.academia.edu/Documents/in/Psychiatry?f_ri=223"},{"id":2625,"name":"Child and adolescent mental health","url":"https://www.academia.edu/Documents/in/Child_and_adolescent_mental_health?f_ri=223"},{"id":2671,"name":"Emotional intelligence","url":"https://www.academia.edu/Documents/in/Emotional_intelligence?f_ri=223"},{"id":2827,"name":"Mental Health","url":"https://www.academia.edu/Documents/in/Mental_Health?f_ri=223"},{"id":3068,"name":"Social Anxiety","url":"https://www.academia.edu/Documents/in/Social_Anxiety?f_ri=223"},{"id":4545,"name":"Parenting","url":"https://www.academia.edu/Documents/in/Parenting?f_ri=223"},{"id":5515,"name":"Cross-Cultural Psychology","url":"https://www.academia.edu/Documents/in/Cross-Cultural_Psychology?f_ri=223"},{"id":6535,"name":"Psychiatric \u0026 Mental Health Nursing","url":"https://www.academia.edu/Documents/in/Psychiatric_and_Mental_Health_Nursing?f_ri=223"},{"id":8032,"name":"Cross-Cultural Studies","url":"https://www.academia.edu/Documents/in/Cross-Cultural_Studies?f_ri=223"},{"id":8655,"name":"Psychopathology","url":"https://www.academia.edu/Documents/in/Psychopathology?f_ri=223"},{"id":9407,"name":"Childhood Social Anxiety","url":"https://www.academia.edu/Documents/in/Childhood_Social_Anxiety?f_ri=223"},{"id":16710,"name":"Parent Involvement","url":"https://www.academia.edu/Documents/in/Parent_Involvement?f_ri=223"},{"id":20013,"name":"Parent Child Relationships","url":"https://www.academia.edu/Documents/in/Parent_Child_Relationships?f_ri=223"},{"id":24443,"name":"Adolescence (Psychology)","url":"https://www.academia.edu/Documents/in/Adolescence_Psychology_?f_ri=223"},{"id":27603,"name":"Psychiatry and Psychopathology","url":"https://www.academia.edu/Documents/in/Psychiatry_and_Psychopathology?f_ri=223"},{"id":163068,"name":"Cognitive-Behavioral Therapy","url":"https://www.academia.edu/Documents/in/Cognitive-Behavioral_Therapy?f_ri=223"},{"id":254387,"name":"Expressed Emotions","url":"https://www.academia.edu/Documents/in/Expressed_Emotions?f_ri=223"},{"id":381503,"name":"Child Clinical Psychology x","url":"https://www.academia.edu/Documents/in/Child_Clinical_Psychology_x?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27434233" data-work_id="27434233" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27434233/Does_human_capital_matter_A_meta_analysis_of_the_relationship_between_human_capital_and_firm_performance">Does human capital matter? A meta-analysis of the relationship between human capital and firm performance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Theory at both the micro and macro level predicts that investments in superior human capital generate better firm-level performance. However, human capital takes time and money to develop or acquire, which potentially offsets its positive... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27434233" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Theory at both the micro and macro level predicts that investments in superior human capital generate better firm-level performance. However, human capital takes time and money to develop or acquire, which potentially offsets its positive benefits. Indeed, extant tests appear equivocal regarding its impact. To clarify what is known, we meta-analyzed effects drawn from 66 studies of the human capital-firm performance relationship and investigated 3 moderators suggested by resource-based theory. We found that human capital relates strongly to performance, especially when the human capital in question is not readily tradable in labor markets and when researchers use operational performance measures that are not subject to profit appropriation. Our results suggest that managers should invest in programs that increase and retain firm-specific human capital.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27434233" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e27761bcc6996ffaadb32ad96cf7a356" rel="nofollow" data-download="{"attachment_id":47692161,"asset_id":27434233,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47692161/download_file?st=MTczOTc5MzA1Myw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="51565186" href="https://independent.academia.edu/SamuelTodd1">Samuel Todd</a><script data-card-contents-for-user="51565186" type="text/json">{"id":51565186,"first_name":"Samuel","last_name":"Todd","domain_name":"independent","page_name":"SamuelTodd1","display_name":"Samuel Todd","profile_url":"https://independent.academia.edu/SamuelTodd1?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_27434233 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27434233"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27434233, container: ".js-paper-rank-work_27434233", }); 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$(".js-view-count[data-work-id=27434233]").text(description); $(".js-view-count-work_27434233").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27434233").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27434233"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">25</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2599" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychometrics">Psychometrics</a><script data-card-contents-for-ri="2599" type="text/json">{"id":2599,"name":"Psychometrics","url":"https://www.academia.edu/Documents/in/Psychometrics?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27434233]'), work: {"id":27434233,"title":"Does human capital matter? A meta-analysis of the relationship between human capital and firm performance","created_at":"2016-08-01T04:02:12.577-07:00","url":"https://www.academia.edu/27434233/Does_human_capital_matter_A_meta_analysis_of_the_relationship_between_human_capital_and_firm_performance?f_ri=223","dom_id":"work_27434233","summary":"Theory at both the micro and macro level predicts that investments in superior human capital generate better firm-level performance. However, human capital takes time and money to develop or acquire, which potentially offsets its positive benefits. Indeed, extant tests appear equivocal regarding its impact. To clarify what is known, we meta-analyzed effects drawn from 66 studies of the human capital-firm performance relationship and investigated 3 moderators suggested by resource-based theory. We found that human capital relates strongly to performance, especially when the human capital in question is not readily tradable in labor markets and when researchers use operational performance measures that are not subject to profit appropriation. Our results suggest that managers should invest in programs that increase and retain firm-specific human capital.","downloadable_attachments":[{"id":47692161,"asset_id":27434233,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51565186,"first_name":"Samuel","last_name":"Todd","domain_name":"independent","page_name":"SamuelTodd1","display_name":"Samuel Todd","profile_url":"https://independent.academia.edu/SamuelTodd1?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2599,"name":"Psychometrics","url":"https://www.academia.edu/Documents/in/Psychometrics?f_ri=223","nofollow":true},{"id":6002,"name":"Theory","url":"https://www.academia.edu/Documents/in/Theory?f_ri=223"},{"id":8968,"name":"Productivity","url":"https://www.academia.edu/Documents/in/Productivity?f_ri=223"},{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=223"},{"id":14042,"name":"Human Capital","url":"https://www.academia.edu/Documents/in/Human_Capital?f_ri=223"},{"id":23437,"name":"Organizational Effectiveness","url":"https://www.academia.edu/Documents/in/Organizational_Effectiveness?f_ri=223"},{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=223"},{"id":42465,"name":"Organizational Development","url":"https://www.academia.edu/Documents/in/Organizational_Development?f_ri=223"},{"id":52982,"name":"Commerce","url":"https://www.academia.edu/Documents/in/Commerce?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":121035,"name":"Profitability","url":"https://www.academia.edu/Documents/in/Profitability?f_ri=223"},{"id":124604,"name":"Labor Market","url":"https://www.academia.edu/Documents/in/Labor_Market?f_ri=223"},{"id":135987,"name":"Hypothesis testing","url":"https://www.academia.edu/Documents/in/Hypothesis_testing?f_ri=223"},{"id":149214,"name":"Economic Impact","url":"https://www.academia.edu/Documents/in/Economic_Impact?f_ri=223"},{"id":163028,"name":"Personnel Management","url":"https://www.academia.edu/Documents/in/Personnel_Management?f_ri=223"},{"id":193798,"name":"Metaanalysis","url":"https://www.academia.edu/Documents/in/Metaanalysis?f_ri=223"},{"id":218206,"name":"Meta Analysis","url":"https://www.academia.edu/Documents/in/Meta_Analysis?f_ri=223"},{"id":331975,"name":"Job Performance","url":"https://www.academia.edu/Documents/in/Job_Performance?f_ri=223"},{"id":561735,"name":"Firm","url":"https://www.academia.edu/Documents/in/Firm?f_ri=223"},{"id":1198837,"name":"Resource Based View Theory","url":"https://www.academia.edu/Documents/in/Resource_Based_View_Theory?f_ri=223"},{"id":1372214,"name":"Performance Measure","url":"https://www.academia.edu/Documents/in/Performance_Measure?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_16422991" data-work_id="16422991" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/16422991/Think_crisis_think_female_The_glass_cliff_and_contextual_variation_in_the_think_manager_think_male_stereotype">Think crisis–think female: The glass cliff and contextual variation in the think manager–think male stereotype</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The "think manager-think male" (TMTM) association underlies many gender inequalities in the workplace. However, research into the "glass cliff" has demonstrated that the suitability of male and female managers varies as a function of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_16422991" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The "think manager-think male" (TMTM) association underlies many gender inequalities in the workplace. However, research into the "glass cliff" has demonstrated that the suitability of male and female managers varies as a function of company performance such that in times of poor performance people may "think female" . Three studies examined gender and managerial stereotypes in the context of companies that are doing well or doing badly. Study 1 reproduced TMTM associations for descriptions of managers of successful companies but demonstrated a reversal for managers of unsuccessful companies. Study 2 examined the prescriptive nature of these stereotypes. No TMTM relationship was found for ideal managers of successful companies, but ideal managers of unsuccessful companies were associated with the female stereotype. Study 3 suggested that women may be favored in times of poor performance, not because they are expected to improve the situation, but because they are seen to be good people managers and can take the blame for organizational failure. Together, the studies illustrate the importance of context as a moderator of the TMTM association. Practical and theoretical implications for gender discrimination in the workplace are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/16422991" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a164d227a7e1e153b43ae41fe7b5dc14" rel="nofollow" data-download="{"attachment_id":42491082,"asset_id":16422991,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/42491082/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="35580742" href="https://independent.academia.edu/RenataBongiorno">Renata Bongiorno</a><script data-card-contents-for-user="35580742" type="text/json">{"id":35580742,"first_name":"Renata","last_name":"Bongiorno","domain_name":"independent","page_name":"RenataBongiorno","display_name":"Renata Bongiorno","profile_url":"https://independent.academia.edu/RenataBongiorno?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_16422991 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="16422991"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 16422991, container: ".js-paper-rank-work_16422991", }); });</script></li><li class="js-percentile-work_16422991 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 16422991; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_16422991"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_16422991 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="16422991"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 16422991; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=16422991]").text(description); $(".js-view-count-work_16422991").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_16422991").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="16422991"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">17</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a><script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=16422991]'), work: {"id":16422991,"title":"Think crisis–think female: The glass cliff and contextual variation in the think manager–think male stereotype","created_at":"2015-10-03T05:49:52.421-07:00","url":"https://www.academia.edu/16422991/Think_crisis_think_female_The_glass_cliff_and_contextual_variation_in_the_think_manager_think_male_stereotype?f_ri=223","dom_id":"work_16422991","summary":"The \"think manager-think male\" (TMTM) association underlies many gender inequalities in the workplace. However, research into the \"glass cliff\" has demonstrated that the suitability of male and female managers varies as a function of company performance such that in times of poor performance people may \"think female\" . Three studies examined gender and managerial stereotypes in the context of companies that are doing well or doing badly. Study 1 reproduced TMTM associations for descriptions of managers of successful companies but demonstrated a reversal for managers of unsuccessful companies. Study 2 examined the prescriptive nature of these stereotypes. No TMTM relationship was found for ideal managers of successful companies, but ideal managers of unsuccessful companies were associated with the female stereotype. Study 3 suggested that women may be favored in times of poor performance, not because they are expected to improve the situation, but because they are seen to be good people managers and can take the blame for organizational failure. Together, the studies illustrate the importance of context as a moderator of the TMTM association. Practical and theoretical implications for gender discrimination in the workplace are discussed.","downloadable_attachments":[{"id":42491082,"asset_id":16422991,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":35580742,"first_name":"Renata","last_name":"Bongiorno","domain_name":"independent","page_name":"RenataBongiorno","display_name":"Renata Bongiorno","profile_url":"https://independent.academia.edu/RenataBongiorno?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=223","nofollow":true},{"id":30181,"name":"Gender Identity","url":"https://www.academia.edu/Documents/in/Gender_Identity?f_ri=223"},{"id":44945,"name":"Gender Discrimination","url":"https://www.academia.edu/Documents/in/Gender_Discrimination?f_ri=223"},{"id":52982,"name":"Commerce","url":"https://www.academia.edu/Documents/in/Commerce?f_ri=223"},{"id":56122,"name":"Workplace","url":"https://www.academia.edu/Documents/in/Workplace?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":100383,"name":"Stereotyping","url":"https://www.academia.edu/Documents/in/Stereotyping?f_ri=223"},{"id":106149,"name":"Gender inequality","url":"https://www.academia.edu/Documents/in/Gender_inequality?f_ri=223"},{"id":133057,"name":"Young Adult","url":"https://www.academia.edu/Documents/in/Young_Adult?f_ri=223"},{"id":153168,"name":"Data Collection","url":"https://www.academia.edu/Documents/in/Data_Collection?f_ri=223"},{"id":413192,"name":"Sex Factors","url":"https://www.academia.edu/Documents/in/Sex_Factors?f_ri=223"},{"id":452510,"name":"Company Performance","url":"https://www.academia.edu/Documents/in/Company_Performance?f_ri=223"},{"id":1516144,"name":"Gender Stereotype","url":"https://www.academia.edu/Documents/in/Gender_Stereotype?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7778403" data-work_id="7778403" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7778403/Covered_in_stigma_The_impact_of_differing_levels_of_Islamic_head_covering_on_explicit_and_implicit_biases_toward_Muslim_women">Covered in stigma? The impact of differing levels of Islamic head-covering on explicit and implicit biases toward Muslim women</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Given the prominence of Muslim veils—in particular the hijab and full-face veil—in public discourse concerning the place of Muslims in Western society, we examined their impact on non-Muslims’ responses at both explicit and implicit... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_7778403" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Given the prominence of Muslim veils—in particular the hijab and full-face veil—in public discourse concerning the place of Muslims in Western society, we examined their impact on non-Muslims’ responses at both explicit and implicit levels. Results revealed that responses were more negative toward any veil compared with no veil, and more negative toward the full-face veil relative to the hijab: for emotions felt toward veiled women (Study 1), for non-affective attitudinal responses (Study 2), and for implicit negative attitudes revealed through response latency measures (Studies 3a and 3b). Finally, we manipulated the perceived reasons for wearing a veil, finding that exposure to positive reasons for wearing a veil led to better predicted and imagined contact (Study 4). Practical and theoretical implications are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7778403" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="63061d160904548aba342bddaa4e2230" rel="nofollow" data-download="{"attachment_id":36202317,"asset_id":7778403,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36202317/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="377433" href="https://oxford.academia.edu/BrianDEarp">Brian D . 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The impact of differing levels of Islamic head-covering on explicit and implicit biases toward Muslim women","created_at":"2014-07-25T03:23:04.478-07:00","url":"https://www.academia.edu/7778403/Covered_in_stigma_The_impact_of_differing_levels_of_Islamic_head_covering_on_explicit_and_implicit_biases_toward_Muslim_women?f_ri=223","dom_id":"work_7778403","summary":"Given the prominence of Muslim veils—in particular the hijab and full-face veil—in public discourse concerning the place of Muslims in Western society, we examined their impact on non-Muslims’ responses at both explicit and implicit levels. Results revealed that responses were more negative toward any veil compared with no veil, and more negative toward the full-face veil relative to the hijab: for emotions felt toward veiled women (Study 1), for non-affective attitudinal responses (Study 2), and for implicit negative attitudes revealed through response latency measures (Studies 3a and 3b). Finally, we manipulated the perceived reasons for wearing a veil, finding that exposure to positive reasons for wearing a veil led to better predicted and imagined contact (Study 4). Practical and theoretical implications are discussed.","downloadable_attachments":[{"id":36202317,"asset_id":7778403,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":377433,"first_name":"Brian","last_name":"Earp","domain_name":"oxford","page_name":"BrianDEarp","display_name":"Brian D . 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Spirituality","url":"https://www.academia.edu/Documents/in/Psychology_of_Religion_and_Spirituality?f_ri=223"},{"id":963051,"name":"Burqa","url":"https://www.academia.edu/Documents/in/Burqa?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_23376933" data-work_id="23376933" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/23376933/Effectiveness_of_training_in_organizations_A_meta_analysis_of_design_and_evaluation_features">Effectiveness of training in organizations: A meta-analysis of design and evaluation features</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The authors used meta-analytic procedures to examine the relationship between specified training design and evaluation features and the effectiveness of training in organizations. Results of the meta-analysis revealed training... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_23376933" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The authors used meta-analytic procedures to examine the relationship between specified training design and evaluation features and the effectiveness of training in organizations. Results of the meta-analysis revealed training effectiveness sample-weighted mean ds of 0.60 (k ϭ 15, N ϭ 936) for reaction criteria, 0.63 (k ϭ 234, N ϭ 15,014) for learning criteria, 0.62 (k ϭ 122, N ϭ 15,627) for behavioral criteria, and 0.62 (k ϭ 26, N ϭ 1,748) for results criteria. These results suggest a medium to large effect size for organizational training. In addition, the training method used, the skill or task characteristic trained, and the choice of evaluation criteria were related to the effectiveness of training programs. Limitations of the study along with suggestions for future research are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/23376933" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e84a2f082d52990e85e23cc9cd19dc41" rel="nofollow" data-download="{"attachment_id":43827787,"asset_id":23376933,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43827787/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="45322836" href="https://independent.academia.edu/WinstonBennett">Winston Bennett</a><script data-card-contents-for-user="45322836" type="text/json">{"id":45322836,"first_name":"Winston","last_name":"Bennett","domain_name":"independent","page_name":"WinstonBennett","display_name":"Winston Bennett","profile_url":"https://independent.academia.edu/WinstonBennett?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_23376933 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="23376933"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 23376933, container: ".js-paper-rank-work_23376933", }); 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Results of the meta-analysis revealed training effectiveness sample-weighted mean ds of 0.60 (k ϭ 15, N ϭ 936) for reaction criteria, 0.63 (k ϭ 234, N ϭ 15,014) for learning criteria, 0.62 (k ϭ 122, N ϭ 15,627) for behavioral criteria, and 0.62 (k ϭ 26, N ϭ 1,748) for results criteria. These results suggest a medium to large effect size for organizational training. In addition, the training method used, the skill or task characteristic trained, and the choice of evaluation criteria were related to the effectiveness of training programs. Limitations of the study along with suggestions for future research are discussed.","downloadable_attachments":[{"id":43827787,"asset_id":23376933,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":45322836,"first_name":"Winston","last_name":"Bennett","domain_name":"independent","page_name":"WinstonBennett","display_name":"Winston Bennett","profile_url":"https://independent.academia.edu/WinstonBennett?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=223","nofollow":true},{"id":37753,"name":"Teaching","url":"https://www.academia.edu/Documents/in/Teaching?f_ri=223"},{"id":65981,"name":"Needs Assessment","url":"https://www.academia.edu/Documents/in/Needs_Assessment?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":82845,"name":"Effect size","url":"https://www.academia.edu/Documents/in/Effect_size?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":218206,"name":"Meta Analysis","url":"https://www.academia.edu/Documents/in/Meta_Analysis?f_ri=223"},{"id":1181704,"name":"Training Program","url":"https://www.academia.edu/Documents/in/Training_Program?f_ri=223"},{"id":1988687,"name":"Evaluation Criteria","url":"https://www.academia.edu/Documents/in/Evaluation_Criteria?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1934658" data-work_id="1934658" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1934658/J_Doomen_Salvaging_Law_and_Economics">J. Doomen, Salvaging Law and Economics</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Some of Law and Economics’ basic claims have come to be criticized as a result of empirical findings that question their viability. Particularly, the premise that agents consistently act rationally and with their self-interest in mind... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1934658" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Some of Law and Economics’ basic claims have come to be criticized as a result of empirical findings that question their viability. Particularly, the premise that agents consistently act rationally and with their self-interest in mind seems problematic. What the consequences of the criticism mean for Law and Economics’ tenability depends largely on the questions whether (1) some elements are unassailable to the alternative’s objections and (2) the alternative is a systematic whole. It is argued that Law and Economics may be salvaged, if it is minimized and its ambitions are tempered. This means focusing on the stable, a priori, elements inherent to it.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1934658" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="97996bd3a7794f0608fbeae9383945f6" rel="nofollow" data-download="{"attachment_id":30965655,"asset_id":1934658,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30965655/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2261419" href="https://independent.academia.edu/JasperDoomen">Jasper Doomen</a><script data-card-contents-for-user="2261419" type="text/json">{"id":2261419,"first_name":"Jasper","last_name":"Doomen","domain_name":"independent","page_name":"JasperDoomen","display_name":"Jasper Doomen","profile_url":"https://independent.academia.edu/JasperDoomen?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_1934658 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1934658"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1934658, container: ".js-paper-rank-work_1934658", }); 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This means focusing on the stable, a priori, elements inherent to it.","downloadable_attachments":[{"id":30965655,"asset_id":1934658,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2261419,"first_name":"Jasper","last_name":"Doomen","domain_name":"independent","page_name":"JasperDoomen","display_name":"Jasper Doomen","profile_url":"https://independent.academia.edu/JasperDoomen?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":137,"name":"Economic History","url":"https://www.academia.edu/Documents/in/Economic_History?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":224,"name":"Behavioural 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work_4494808" data-work_id="4494808" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4494808/Evaluation_of_Subjective_Mental_Workload_A_Comparison_of_SWAT_NASA_TLX_and_Workload_Profile_Methods">Evaluation of Subjective Mental Workload: A Comparison of SWAT, NASA-TLX, and Workload Profile Methods</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">and simultaneously (dual task). The results of the ANOVAs performed showed that there are no differences with regard to the three instruments' intrusiveness, and that among the three subjective workload instruments WP has an outstanding... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4494808" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">and simultaneously (dual task). The results of the ANOVAs performed showed that there are no differences with regard to the three instruments' intrusiveness, and that among the three subjective workload instruments WP has an outstanding sensitivity to the different task manipulations. To evaluate the diagnosticity of each of the three instruments canonical discriminant analysis was used, and this demonstrated that the three multidimensional ratings provided diagnostic information on the nature of tasks demands that was consistent with the a priori task characterisation. However, the diagnostic power of WP was clearly superior to that obtained using TLX or SWAT. Pearson correlations between each performance and each subjective workload measure were calculated to evaluate the concurrent validity of each instrument with task performance, and to assess the convergent validity of the instruments. The three coefficients were positive and near to one, showing the high convergent validity of the three instruments considered in this research. Implementation requirements and subject acceptability were also compared. Finally, practical implications on the three assessment approaches are mentioned.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4494808" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="396fedb9d5eb9889180770d929cad930" rel="nofollow" data-download="{"attachment_id":31893623,"asset_id":4494808,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31893623/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5570866" href="https://independent.academia.edu/jes%C3%BAsmartin">jesús martin</a><script data-card-contents-for-user="5570866" type="text/json">{"id":5570866,"first_name":"jesús","last_name":"martin","domain_name":"independent","page_name":"jesúsmartin","display_name":"jesús martin","profile_url":"https://independent.academia.edu/jes%C3%BAsmartin?f_ri=223","photo":"https://0.academia-photos.com/5570866/27812941/26095834/s65_jes_s.martin.jpg"}</script></span></span></li><li class="js-paper-rank-work_4494808 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4494808"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4494808, container: ".js-paper-rank-work_4494808", }); 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$(".js-view-count[data-work-id=4494808]").text(description); $(".js-view-count-work_4494808").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4494808").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4494808"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2599" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychometrics">Psychometrics</a>, <script data-card-contents-for-ri="2599" type="text/json">{"id":2599,"name":"Psychometrics","url":"https://www.academia.edu/Documents/in/Psychometrics?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="23890" rel="nofollow" href="https://www.academia.edu/Documents/in/Comparative_Study">Comparative Study</a><script data-card-contents-for-ri="23890" type="text/json">{"id":23890,"name":"Comparative Study","url":"https://www.academia.edu/Documents/in/Comparative_Study?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4494808]'), work: {"id":4494808,"title":"Evaluation of Subjective Mental Workload: A Comparison of SWAT, NASA-TLX, and Workload Profile Methods","created_at":"2013-09-15T19:33:35.971-07:00","url":"https://www.academia.edu/4494808/Evaluation_of_Subjective_Mental_Workload_A_Comparison_of_SWAT_NASA_TLX_and_Workload_Profile_Methods?f_ri=223","dom_id":"work_4494808","summary":"and simultaneously (dual task). The results of the ANOVAs performed showed that there are no differences with regard to the three instruments' intrusiveness, and that among the three subjective workload instruments WP has an outstanding sensitivity to the different task manipulations. To evaluate the diagnosticity of each of the three instruments canonical discriminant analysis was used, and this demonstrated that the three multidimensional ratings provided diagnostic information on the nature of tasks demands that was consistent with the a priori task characterisation. However, the diagnostic power of WP was clearly superior to that obtained using TLX or SWAT. Pearson correlations between each performance and each subjective workload measure were calculated to evaluate the concurrent validity of each instrument with task performance, and to assess the convergent validity of the instruments. The three coefficients were positive and near to one, showing the high convergent validity of the three instruments considered in this research. Implementation requirements and subject acceptability were also compared. Finally, practical implications on the three assessment approaches are mentioned.","downloadable_attachments":[{"id":31893623,"asset_id":4494808,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5570866,"first_name":"jesús","last_name":"martin","domain_name":"independent","page_name":"jesúsmartin","display_name":"jesús martin","profile_url":"https://independent.academia.edu/jes%C3%BAsmartin?f_ri=223","photo":"https://0.academia-photos.com/5570866/27812941/26095834/s65_jes_s.martin.jpg"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2599,"name":"Psychometrics","url":"https://www.academia.edu/Documents/in/Psychometrics?f_ri=223","nofollow":true},{"id":23890,"name":"Comparative Study","url":"https://www.academia.edu/Documents/in/Comparative_Study?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":172784,"name":"Workload","url":"https://www.academia.edu/Documents/in/Workload?f_ri=223"},{"id":735734,"name":"Mental Workload","url":"https://www.academia.edu/Documents/in/Mental_Workload?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13801061" data-work_id="13801061" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13801061/Construct_Equivalence_as_an_Approach_to_Replacing_Validated_Cognitive_Ability_Selection_Tests">Construct Equivalence as an Approach to Replacing Validated Cognitive Ability Selection Tests</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In this study we demonstrate an approach to replacing validated selection tests to which job applicants may have prior access. This approach, labeled construct equivalence, allows for replacing valid tests currently in use with new,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13801061" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In this study we demonstrate an approach to replacing validated selection tests to which job applicants may have prior access. This approach, labeled construct equivalence, allows for replacing valid tests currently in use with new, experimental tests that have been shown to measure the same constructs. We demonstrated the construct equivalence approach by collecting data from over 2,000 applicants for four different positions in a large petrochemical company. We investigated the equivalence of the experimental and the current tests by using correlational analyses, structural modeling, and analyses of hiring decisions. Results indicated that the experimental and current tests measure the same constructs and that replacing the current tests with the experimental tests would treat ethnic and sex subgroups consistently. Construct equivalence was shown to be a viable approach to test substitution.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13801061" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1094b3a3606041850344e5b992489551" rel="nofollow" data-download="{"attachment_id":44935559,"asset_id":13801061,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44935559/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32903293" href="https://independent.academia.edu/DanielBTurban">Daniel B. Turban</a><script data-card-contents-for-user="32903293" type="text/json">{"id":32903293,"first_name":"Daniel B.","last_name":"Turban","domain_name":"independent","page_name":"DanielBTurban","display_name":"Daniel B. Turban","profile_url":"https://independent.academia.edu/DanielBTurban?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_13801061 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="13801061"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 13801061, container: ".js-paper-rank-work_13801061", }); });</script></li><li class="js-percentile-work_13801061 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 13801061; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_13801061"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_13801061 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="13801061"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 13801061; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=13801061]").text(description); $(".js-view-count-work_13801061").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13801061").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13801061"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13801061]'), work: {"id":13801061,"title":"Construct Equivalence as an Approach to Replacing Validated Cognitive Ability Selection Tests","created_at":"2015-07-08T08:20:33.930-07:00","url":"https://www.academia.edu/13801061/Construct_Equivalence_as_an_Approach_to_Replacing_Validated_Cognitive_Ability_Selection_Tests?f_ri=223","dom_id":"work_13801061","summary":"In this study we demonstrate an approach to replacing validated selection tests to which job applicants may have prior access. This approach, labeled construct equivalence, allows for replacing valid tests currently in use with new, experimental tests that have been shown to measure the same constructs. We demonstrated the construct equivalence approach by collecting data from over 2,000 applicants for four different positions in a large petrochemical company. We investigated the equivalence of the experimental and the current tests by using correlational analyses, structural modeling, and analyses of hiring decisions. Results indicated that the experimental and current tests measure the same constructs and that replacing the current tests with the experimental tests would treat ethnic and sex subgroups consistently. Construct equivalence was shown to be a viable approach to test substitution.","downloadable_attachments":[{"id":44935559,"asset_id":13801061,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":32903293,"first_name":"Daniel B.","last_name":"Turban","domain_name":"independent","page_name":"DanielBTurban","display_name":"Daniel B. Turban","profile_url":"https://independent.academia.edu/DanielBTurban?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true},{"id":428130,"name":"Cognitive Ability","url":"https://www.academia.edu/Documents/in/Cognitive_Ability?f_ri=223"},{"id":514403,"name":"Experimental Tests","url":"https://www.academia.edu/Documents/in/Experimental_Tests?f_ri=223"},{"id":1643503,"name":"Structural model","url":"https://www.academia.edu/Documents/in/Structural_model?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_68693275" data-work_id="68693275" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/68693275/What_happens_before_A_field_experiment_exploring_how_pay_and_representation_differentially_shape_bias_on_the_pathway_into_organizations">What happens before? A field experiment exploring how pay and representation differentially shape bias on the pathway into organizations</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Little is known about how discrimination manifests before individuals formally apply to organizations or how it varies within and between organizations. We address this knowledge gap through an audit study in academia of over 6,500... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68693275" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Little is known about how discrimination manifests before individuals formally apply to organizations or how it varies within and between organizations. We address this knowledge gap through an audit study in academia of over 6,500 professors at top U.S. universities drawn from 89 disciplines and 259 institutions. In our experiment, professors were contacted by fictional prospective students seeking to discuss research opportunities prior to applying to a doctoral program. Names of students were randomly assigned to signal gender and race (White, Black, Hispanic, Indian, Chinese), but messages were otherwise identical. We hypothesized that discrimination would appear at the informal "pathway" preceding entry to academia and would vary by discipline and university as a function of faculty representation and pay. We found that when considering requests from prospective students seeking mentoring in the future, faculty were significantly more responsive to White males than to all other categories of students, collectively, particularly in higher-paying disciplines and private institutions. Counterintuitively, the representation of women and minorities and discrimination were uncorrelated, a finding that suggests greater representation cannot be assumed to reduce discrimination. This research highlights the importance of studying decisions made before formal entry points into organizations and reveals that discrimination is not evenly distributed within and between organizations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68693275" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bf61afd3f741da67d93823f0c26f273e" rel="nofollow" data-download="{"attachment_id":79084077,"asset_id":68693275,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79084077/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="202664283" href="https://independent.academia.edu/MayokunAkinola">Mayokun Akinola</a><script data-card-contents-for-user="202664283" type="text/json">{"id":202664283,"first_name":"Mayokun","last_name":"Akinola","domain_name":"independent","page_name":"MayokunAkinola","display_name":"Mayokun Akinola","profile_url":"https://independent.academia.edu/MayokunAkinola?f_ri=223","photo":"https://0.academia-photos.com/202664283/63758475/52069498/s65_mayokun.akinola.png"}</script></span></span></li><li class="js-paper-rank-work_68693275 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="68693275"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 68693275, container: ".js-paper-rank-work_68693275", }); });</script></li><li class="js-percentile-work_68693275 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 68693275; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_68693275"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_68693275 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="68693275"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 68693275; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=68693275]").text(description); $(".js-view-count-work_68693275").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_68693275").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="68693275"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="11639" rel="nofollow" href="https://www.academia.edu/Documents/in/Racism">Racism</a><script data-card-contents-for-ri="11639" type="text/json">{"id":11639,"name":"Racism","url":"https://www.academia.edu/Documents/in/Racism?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=68693275]'), work: {"id":68693275,"title":"What happens before? A field experiment exploring how pay and representation differentially shape bias on the pathway into organizations","created_at":"2022-01-19T08:15:15.923-08:00","url":"https://www.academia.edu/68693275/What_happens_before_A_field_experiment_exploring_how_pay_and_representation_differentially_shape_bias_on_the_pathway_into_organizations?f_ri=223","dom_id":"work_68693275","summary":"Little is known about how discrimination manifests before individuals formally apply to organizations or how it varies within and between organizations. We address this knowledge gap through an audit study in academia of over 6,500 professors at top U.S. universities drawn from 89 disciplines and 259 institutions. In our experiment, professors were contacted by fictional prospective students seeking to discuss research opportunities prior to applying to a doctoral program. Names of students were randomly assigned to signal gender and race (White, Black, Hispanic, Indian, Chinese), but messages were otherwise identical. We hypothesized that discrimination would appear at the informal \"pathway\" preceding entry to academia and would vary by discipline and university as a function of faculty representation and pay. We found that when considering requests from prospective students seeking mentoring in the future, faculty were significantly more responsive to White males than to all other categories of students, collectively, particularly in higher-paying disciplines and private institutions. Counterintuitively, the representation of women and minorities and discrimination were uncorrelated, a finding that suggests greater representation cannot be assumed to reduce discrimination. This research highlights the importance of studying decisions made before formal entry points into organizations and reveals that discrimination is not evenly distributed within and between organizations.","downloadable_attachments":[{"id":79084077,"asset_id":68693275,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":202664283,"first_name":"Mayokun","last_name":"Akinola","domain_name":"independent","page_name":"MayokunAkinola","display_name":"Mayokun Akinola","profile_url":"https://independent.academia.edu/MayokunAkinola?f_ri=223","photo":"https://0.academia-photos.com/202664283/63758475/52069498/s65_mayokun.akinola.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":11639,"name":"Racism","url":"https://www.academia.edu/Documents/in/Racism?f_ri=223","nofollow":true},{"id":62145,"name":"Faculty","url":"https://www.academia.edu/Documents/in/Faculty?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":90090,"name":"Sexism","url":"https://www.academia.edu/Documents/in/Sexism?f_ri=223"},{"id":159736,"name":"Universities","url":"https://www.academia.edu/Documents/in/Universities?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_63462809" data-work_id="63462809" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/63462809/Negative_Core_Affect_and_Employee_Silence_How_Differences_in_Activation_Cognitive_Rumination_and_Problem_Solving_Demands_Matter">Negative Core Affect and Employee Silence: How Differences in Activation, Cognitive Rumination, and Problem-Solving Demands Matter</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/63462809" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c8eff696803300239aaecd3edda572b2" rel="nofollow" data-download="{"attachment_id":75885632,"asset_id":63462809,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/75885632/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="206480311" rel="nofollow" href="https://independent.academia.edu/PEDROLEIVA23">PEDRO LEIVA</a><script data-card-contents-for-user="206480311" type="text/json">{"id":206480311,"first_name":"PEDRO","last_name":"LEIVA","domain_name":"independent","page_name":"PEDROLEIVA23","display_name":"PEDRO LEIVA","profile_url":"https://independent.academia.edu/PEDROLEIVA23?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_63462809 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="63462809"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 63462809, container: ".js-paper-rank-work_63462809", }); });</script></li><li class="js-percentile-work_63462809 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 63462809; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_63462809"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_63462809 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="63462809"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 63462809; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=63462809]").text(description); $(".js-view-count-work_63462809").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_63462809").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="63462809"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a><script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=63462809]'), work: {"id":63462809,"title":"Negative Core Affect and Employee Silence: How Differences in Activation, Cognitive Rumination, and Problem-Solving Demands Matter","created_at":"2021-12-07T08:49:13.575-08:00","url":"https://www.academia.edu/63462809/Negative_Core_Affect_and_Employee_Silence_How_Differences_in_Activation_Cognitive_Rumination_and_Problem_Solving_Demands_Matter?f_ri=223","dom_id":"work_63462809","summary":null,"downloadable_attachments":[{"id":75885632,"asset_id":63462809,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":206480311,"first_name":"PEDRO","last_name":"LEIVA","domain_name":"independent","page_name":"PEDROLEIVA23","display_name":"PEDRO LEIVA","profile_url":"https://independent.academia.edu/PEDROLEIVA23?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=223","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":21498,"name":"Affect/Emotion","url":"https://www.academia.edu/Documents/in/Affect_Emotion?f_ri=223"},{"id":24625,"name":"Employment","url":"https://www.academia.edu/Documents/in/Employment?f_ri=223"},{"id":25707,"name":"Rumination (Psychology)","url":"https://www.academia.edu/Documents/in/Rumination_Psychology_?f_ri=223"},{"id":49419,"name":"Problem Solving","url":"https://www.academia.edu/Documents/in/Problem_Solving?f_ri=223"},{"id":50238,"name":"Affect","url":"https://www.academia.edu/Documents/in/Affect?f_ri=223"},{"id":53331,"name":"Social behavior","url":"https://www.academia.edu/Documents/in/Social_behavior?f_ri=223"},{"id":61534,"name":"Thinking","url":"https://www.academia.edu/Documents/in/Thinking?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":120504,"name":"Organizational Silence","url":"https://www.academia.edu/Documents/in/Organizational_Silence?f_ri=223"},{"id":628583,"name":"Social Behavior","url":"https://www.academia.edu/Documents/in/Social_Behavior-1?f_ri=223"},{"id":998249,"name":"Job Demands","url":"https://www.academia.edu/Documents/in/Job_Demands?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13570521" data-work_id="13570521" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13570521/Construction_of_a_Job_in_General_scale_A_comparison_of_global_composite_and_specific_measures">Construction of a Job in General scale: A comparison of global, composite, and specific measures</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">We describe the construction of a Job in General (JIG) scale, a global scale to accompany the facet scales of the Job Descriptive Index. We applied both traditional and item response theory procedures for item analysis to data from three... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13570521" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">We describe the construction of a Job in General (JIG) scale, a global scale to accompany the facet scales of the Job Descriptive Index. We applied both traditional and item response theory procedures for item analysis to data from three large heterogeneous samples (N = 1,149, 3,566, and 4,490). Alpha was .91 and above for the resulting 18-item scale in successive samples. Convergent and discriminant validity and differential response to treatments were demonstrated. Global scales are contrasted with composite and with facet scales in psychological measurement. We show that global scales are not equivalent to summated facet scales. Both facet and global scales were useful in another organization (N = 648). Some principles are suggested for choosing specific (facet), composite, or global measures for practical and theoretical problems. The correlations between global and facet scales suggest that work may be the most important facet in relation to general job satisfaction.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13570521" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5661a634f5cbebf15b04348e671846f3" rel="nofollow" data-download="{"attachment_id":45203186,"asset_id":13570521,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/45203186/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32754102" href="https://miami.academia.edu/GailIronson">Gail Ironson</a><script data-card-contents-for-user="32754102" type="text/json">{"id":32754102,"first_name":"Gail","last_name":"Ironson","domain_name":"miami","page_name":"GailIronson","display_name":"Gail Ironson","profile_url":"https://miami.academia.edu/GailIronson?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_13570521 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="13570521"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 13570521, container: ".js-paper-rank-work_13570521", }); 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$(".js-view-count[data-work-id=13570521]").text(description); $(".js-view-count-work_13570521").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13570521").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13570521"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4887" rel="nofollow" href="https://www.academia.edu/Documents/in/Item_Response_Theory">Item Response Theory</a><script data-card-contents-for-ri="4887" type="text/json">{"id":4887,"name":"Item Response Theory","url":"https://www.academia.edu/Documents/in/Item_Response_Theory?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13570521]'), work: {"id":13570521,"title":"Construction of a Job in General scale: A comparison of global, composite, and specific measures","created_at":"2015-07-02T22:06:15.917-07:00","url":"https://www.academia.edu/13570521/Construction_of_a_Job_in_General_scale_A_comparison_of_global_composite_and_specific_measures?f_ri=223","dom_id":"work_13570521","summary":"We describe the construction of a Job in General (JIG) scale, a global scale to accompany the facet scales of the Job Descriptive Index. We applied both traditional and item response theory procedures for item analysis to data from three large heterogeneous samples (N = 1,149, 3,566, and 4,490). Alpha was .91 and above for the resulting 18-item scale in successive samples. Convergent and discriminant validity and differential response to treatments were demonstrated. Global scales are contrasted with composite and with facet scales in psychological measurement. We show that global scales are not equivalent to summated facet scales. Both facet and global scales were useful in another organization (N = 648). Some principles are suggested for choosing specific (facet), composite, or global measures for practical and theoretical problems. The correlations between global and facet scales suggest that work may be the most important facet in relation to general job satisfaction.","downloadable_attachments":[{"id":45203186,"asset_id":13570521,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":32754102,"first_name":"Gail","last_name":"Ironson","domain_name":"miami","page_name":"GailIronson","display_name":"Gail Ironson","profile_url":"https://miami.academia.edu/GailIronson?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":4887,"name":"Item Response Theory","url":"https://www.academia.edu/Documents/in/Item_Response_Theory?f_ri=223","nofollow":true},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":749302,"name":"Indexation","url":"https://www.academia.edu/Documents/in/Indexation?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15147572" data-work_id="15147572" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15147572/On_the_Nature_and_Importance_of_Cultural_Tightness_Looseness">On the Nature and Importance of Cultural Tightness-Looseness</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Cross-cultural research is dominated by the use of values despite their mixed empirical support and their limited theoretical scope. This article expands the dominant paradigm in crosscultural research by developing a theory of cultural... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15147572" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Cross-cultural research is dominated by the use of values despite their mixed empirical support and their limited theoretical scope. This article expands the dominant paradigm in crosscultural research by developing a theory of cultural tightness-looseness, the strength of social norms and degree of sanctioning within societies, and advancing a multilevel research agenda for future research. Through an exploration of the</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15147572" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="db2d73a64fd9e56e577465dca97a253e" rel="nofollow" data-download="{"attachment_id":43530950,"asset_id":15147572,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43530950/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34186755" href="https://cornell.academia.edu/LisaNishii">Lisa Nishii</a><script data-card-contents-for-user="34186755" type="text/json">{"id":34186755,"first_name":"Lisa","last_name":"Nishii","domain_name":"cornell","page_name":"LisaNishii","display_name":"Lisa Nishii","profile_url":"https://cornell.academia.edu/LisaNishii?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_15147572 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15147572"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15147572, container: ".js-paper-rank-work_15147572", }); 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This article expands the dominant paradigm in crosscultural research by developing a theory of cultural tightness-looseness, the strength of social norms and degree of sanctioning within societies, and advancing a multilevel research agenda for future research. Through an exploration of the","downloadable_attachments":[{"id":43530950,"asset_id":15147572,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34186755,"first_name":"Lisa","last_name":"Nishii","domain_name":"cornell","page_name":"LisaNishii","display_name":"Lisa Nishii","profile_url":"https://cornell.academia.edu/LisaNishii?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=223","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=223"},{"id":3357,"name":"Industrial Relations","url":"https://www.academia.edu/Documents/in/Industrial_Relations?f_ri=223"},{"id":4441,"name":"Health Care","url":"https://www.academia.edu/Documents/in/Health_Care?f_ri=223"},{"id":7125,"name":"Culture","url":"https://www.academia.edu/Documents/in/Culture?f_ri=223"},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223"},{"id":16606,"name":"Human Resource","url":"https://www.academia.edu/Documents/in/Human_Resource?f_ri=223"},{"id":43202,"name":"Research Agenda","url":"https://www.academia.edu/Documents/in/Research_Agenda?f_ri=223"},{"id":46406,"name":"Motivation","url":"https://www.academia.edu/Documents/in/Motivation?f_ri=223"},{"id":57511,"name":"Cross-Cultural Comparison","url":"https://www.academia.edu/Documents/in/Cross-Cultural_Comparison?f_ri=223"},{"id":62216,"name":"Norms","url":"https://www.academia.edu/Documents/in/Norms?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":87035,"name":"Organizations","url":"https://www.academia.edu/Documents/in/Organizations?f_ri=223"},{"id":124604,"name":"Labor Market","url":"https://www.academia.edu/Documents/in/Labor_Market?f_ri=223"},{"id":214047,"name":"Cross Cultural Research","url":"https://www.academia.edu/Documents/in/Cross_Cultural_Research?f_ri=223"},{"id":331975,"name":"Job Performance","url":"https://www.academia.edu/Documents/in/Job_Performance?f_ri=223"},{"id":598602,"name":"Psychological Theory","url":"https://www.academia.edu/Documents/in/Psychological_Theory?f_ri=223"},{"id":656620,"name":"Social Norm","url":"https://www.academia.edu/Documents/in/Social_Norm?f_ri=223"},{"id":904692,"name":"Bottom Up","url":"https://www.academia.edu/Documents/in/Bottom_Up?f_ri=223"},{"id":904693,"name":"Top Down","url":"https://www.academia.edu/Documents/in/Top_Down?f_ri=223"},{"id":988780,"name":"Employment Growth","url":"https://www.academia.edu/Documents/in/Employment_Growth?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_21611004" data-work_id="21611004" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/21611004/The_Pitfalls_of_Poor_Psychometric_Properties_A_Rejoinder_to_Hofstedes_Reply_to_Us">The Pitfalls of Poor Psychometric Properties: A Rejoinder to Hofstede's Reply to Us</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/21611004" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3378f0cc6be9f5f4156a2fb2d4c85883" rel="nofollow" data-download="{"attachment_id":42186631,"asset_id":21611004,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/42186631/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down 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class="js-view-count view-count u-mr2x" data-work-id="21611004"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 21611004; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=21611004]").text(description); $(".js-view-count-work_21611004").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_21611004").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="21611004"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=21611004]'), work: {"id":21611004,"title":"The Pitfalls of Poor Psychometric Properties: A Rejoinder to Hofstede's Reply to Us","created_at":"2016-02-05T21:23:34.182-08:00","url":"https://www.academia.edu/21611004/The_Pitfalls_of_Poor_Psychometric_Properties_A_Rejoinder_to_Hofstedes_Reply_to_Us?f_ri=223","dom_id":"work_21611004","summary":null,"downloadable_attachments":[{"id":42186631,"asset_id":21611004,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":42641523,"first_name":"Mina","last_name":"Westman","domain_name":"telaviv","page_name":"MinaWestman","display_name":"Mina Westman","profile_url":"https://telaviv.academia.edu/MinaWestman?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_20527331" data-work_id="20527331" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/20527331/A_Lengthy_Look_at_the_Daily_Grind_Time_Series_Analysis_of_Events_Mood_Stress_and_Satisfaction">A Lengthy Look at the Daily Grind: Time Series Analysis of Events, Mood, Stress, and Satisfaction</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The present study investigated processes by which job stress and satisfaction unfold over time by examining the relations between daily stressful events, mood, and these variables. Using a Web-based daily survey of stressor events,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_20527331" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The present study investigated processes by which job stress and satisfaction unfold over time by examining the relations between daily stressful events, mood, and these variables. Using a Web-based daily survey of stressor events, perceived strain, mood, and job satisfaction completed by 14 university workers, 1,060 occasions of data were collected. Transfer function analysis, a multivariate version of time series analysis, was used to examine the data for relationships among the measured variables after factoring out the contaminating influences of serial dependency. Results revealed a contrast effect in which a stressful event associated positively with higher strain on the same day and associated negatively with strain on the following day. Perceived strain increased over the course of a semester for a majority of participants, suggesting that effects of stress build over time. Finally, the data were consistent with the notion that job satisfaction is a distal outcome that is mediated by perceived strain.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/20527331" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="24fd4fdd0697a6baa4b805c5a36ce84b" rel="nofollow" data-download="{"attachment_id":41420223,"asset_id":20527331,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/41420223/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6956690" href="https://syr.academia.edu/JeffreyStanton">Jeffrey Stanton</a><script data-card-contents-for-user="6956690" type="text/json">{"id":6956690,"first_name":"Jeffrey","last_name":"Stanton","domain_name":"syr","page_name":"JeffreyStanton","display_name":"Jeffrey Stanton","profile_url":"https://syr.academia.edu/JeffreyStanton?f_ri=223","photo":"https://gravatar.com/avatar/500bd9eaf9d0b78d14542838fe98d0a0?s=65"}</script></span></span></li><li class="js-paper-rank-work_20527331 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="20527331"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 20527331, container: ".js-paper-rank-work_20527331", }); 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$(".js-view-count[data-work-id=20527331]").text(description); $(".js-view-count-work_20527331").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_20527331").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="20527331"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4456" rel="nofollow" href="https://www.academia.edu/Documents/in/Time_Series">Time Series</a><script data-card-contents-for-ri="4456" type="text/json">{"id":4456,"name":"Time Series","url":"https://www.academia.edu/Documents/in/Time_Series?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=20527331]'), work: {"id":20527331,"title":"A Lengthy Look at the Daily Grind: Time Series Analysis of Events, Mood, Stress, and Satisfaction","created_at":"2016-01-22T04:45:38.771-08:00","url":"https://www.academia.edu/20527331/A_Lengthy_Look_at_the_Daily_Grind_Time_Series_Analysis_of_Events_Mood_Stress_and_Satisfaction?f_ri=223","dom_id":"work_20527331","summary":"The present study investigated processes by which job stress and satisfaction unfold over time by examining the relations between daily stressful events, mood, and these variables. Using a Web-based daily survey of stressor events, perceived strain, mood, and job satisfaction completed by 14 university workers, 1,060 occasions of data were collected. Transfer function analysis, a multivariate version of time series analysis, was used to examine the data for relationships among the measured variables after factoring out the contaminating influences of serial dependency. Results revealed a contrast effect in which a stressful event associated positively with higher strain on the same day and associated negatively with strain on the following day. Perceived strain increased over the course of a semester for a majority of participants, suggesting that effects of stress build over time. Finally, the data were consistent with the notion that job satisfaction is a distal outcome that is mediated by perceived strain.","downloadable_attachments":[{"id":41420223,"asset_id":20527331,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6956690,"first_name":"Jeffrey","last_name":"Stanton","domain_name":"syr","page_name":"JeffreyStanton","display_name":"Jeffrey Stanton","profile_url":"https://syr.academia.edu/JeffreyStanton?f_ri=223","photo":"https://gravatar.com/avatar/500bd9eaf9d0b78d14542838fe98d0a0?s=65"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":4456,"name":"Time Series","url":"https://www.academia.edu/Documents/in/Time_Series?f_ri=223","nofollow":true},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223"},{"id":9729,"name":"Stress","url":"https://www.academia.edu/Documents/in/Stress?f_ri=223"},{"id":30485,"name":"Time series analysis","url":"https://www.academia.edu/Documents/in/Time_series_analysis?f_ri=223"},{"id":50238,"name":"Affect","url":"https://www.academia.edu/Documents/in/Affect?f_ri=223"},{"id":56122,"name":"Workplace","url":"https://www.academia.edu/Documents/in/Workplace?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":89012,"name":"Job stress","url":"https://www.academia.edu/Documents/in/Job_stress?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":244976,"name":"Transfer Function","url":"https://www.academia.edu/Documents/in/Transfer_Function?f_ri=223"},{"id":1414499,"name":"Life Change Events","url":"https://www.academia.edu/Documents/in/Life_Change_Events?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_56069521" data-work_id="56069521" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/56069521/The_Mediating_Role_of_Self_Efficacy_in_the_Development_of_Entrepreneurial_Intentions">The Mediating Role of Self-Efficacy in the Development of Entrepreneurial Intentions</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The purpose of this study was to investigate the mediating role of self-efficacy in the development of students' intentions to become entrepreneurs. The authors used structural equation modeling with a sample of 265 master of business... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_56069521" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The purpose of this study was to investigate the mediating role of self-efficacy in the development of students' intentions to become entrepreneurs. The authors used structural equation modeling with a sample of 265 master of business administration students across 5 universities to test their hypotheses. The results showed that the effects of perceived learning from entrepreneurship-related courses, previous entrepreneurial experience, and risk propensity on entrepreneurial intentions were fully mediated by entrepreneurial self-efficacy. Contrary to expectations, gender was not mediated by self-efficacy but had a direct effect such that women reported lower entrepreneurial career intentions. The authors discuss practical implications and directions for future research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/56069521" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="115bc22544b4cc1b56d6527b5be3253a" rel="nofollow" data-download="{"attachment_id":71636741,"asset_id":56069521,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/71636741/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="54905546" href="https://independent.academia.edu/GeraldHills">Gerald Hills</a><script data-card-contents-for-user="54905546" type="text/json">{"id":54905546,"first_name":"Gerald","last_name":"Hills","domain_name":"independent","page_name":"GeraldHills","display_name":"Gerald Hills","profile_url":"https://independent.academia.edu/GeraldHills?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_56069521 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="56069521"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 56069521, container: ".js-paper-rank-work_56069521", }); 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$(".js-view-count[data-work-id=56069521]").text(description); $(".js-view-count-work_56069521").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_56069521").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="56069521"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" rel="nofollow" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a><script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=56069521]'), work: {"id":56069521,"title":"The Mediating Role of Self-Efficacy in the Development of Entrepreneurial Intentions","created_at":"2021-10-06T14:56:42.814-07:00","url":"https://www.academia.edu/56069521/The_Mediating_Role_of_Self_Efficacy_in_the_Development_of_Entrepreneurial_Intentions?f_ri=223","dom_id":"work_56069521","summary":"The purpose of this study was to investigate the mediating role of self-efficacy in the development of students' intentions to become entrepreneurs. The authors used structural equation modeling with a sample of 265 master of business administration students across 5 universities to test their hypotheses. The results showed that the effects of perceived learning from entrepreneurship-related courses, previous entrepreneurial experience, and risk propensity on entrepreneurial intentions were fully mediated by entrepreneurial self-efficacy. Contrary to expectations, gender was not mediated by self-efficacy but had a direct effect such that women reported lower entrepreneurial career intentions. The authors discuss practical implications and directions for future research.","downloadable_attachments":[{"id":71636741,"asset_id":56069521,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":54905546,"first_name":"Gerald","last_name":"Hills","domain_name":"independent","page_name":"GeraldHills","display_name":"Gerald Hills","profile_url":"https://independent.academia.edu/GeraldHills?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=223","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":13590,"name":"Risk Taking","url":"https://www.academia.edu/Documents/in/Risk_Taking?f_ri=223"},{"id":28616,"name":"Intention","url":"https://www.academia.edu/Documents/in/Intention?f_ri=223"},{"id":46406,"name":"Motivation","url":"https://www.academia.edu/Documents/in/Motivation?f_ri=223"},{"id":50581,"name":"Self Efficacy","url":"https://www.academia.edu/Documents/in/Self_Efficacy?f_ri=223"},{"id":52982,"name":"Commerce","url":"https://www.academia.edu/Documents/in/Commerce?f_ri=223"},{"id":56132,"name":"Students","url":"https://www.academia.edu/Documents/in/Students?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":214510,"name":"Structural Equation Model","url":"https://www.academia.edu/Documents/in/Structural_Equation_Model?f_ri=223"},{"id":330816,"name":"Career Choice","url":"https://www.academia.edu/Documents/in/Career_Choice?f_ri=223"},{"id":765464,"name":"Master of Business Administration","url":"https://www.academia.edu/Documents/in/Master_of_Business_Administration?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27644120" data-work_id="27644120" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27644120/Contemporary_perspectives_on_the_study_of_psychological_climate_A_commentary">Contemporary perspectives on the study of psychological climate: A commentary</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">At the individual level of analysis, we address how work environment perceptions (psychological climate) are conceptualized and measured with respect to three perspectives in the applied psychology literature: (1) social constructionist,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27644120" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">At the individual level of analysis, we address how work environment perceptions (psychological climate) are conceptualized and measured with respect to three perspectives in the applied psychology literature: (1) social constructionist, (2) general psychological, and (3) multiple stakeholder. Similarities and differences between these perspectives regarding the hypothesized bases of work environment perceptions, factor models for capturing these perceptions, and the generality/ specificity of psychological climate factors are discussed. A general framework for conceptualizing and measuring climate perceptions with respect to different referents, organizational levels, industries or sectors, and stakeholder groups is then presented. This framework is posited to include core, generalizable dimensions associated with each relevant stakeholder group. Finally, we recommend methods and discuss future research directions related to the aggregation of individual level climate perceptions to organizational levels.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27644120" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cb064a7feba6d9a42198d72525e3111f" rel="nofollow" data-download="{"attachment_id":47910737,"asset_id":27644120,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47910737/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="51859138" href="https://independent.academia.edu/CBorucki">Chet Borucki</a><script data-card-contents-for-user="51859138" type="text/json">{"id":51859138,"first_name":"Chet","last_name":"Borucki","domain_name":"independent","page_name":"CBorucki","display_name":"Chet Borucki","profile_url":"https://independent.academia.edu/CBorucki?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_27644120 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27644120"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27644120, container: ".js-paper-rank-work_27644120", }); });</script></li><li class="js-percentile-work_27644120 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 27644120; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27644120"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27644120 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27644120"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27644120; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27644120]").text(description); $(".js-view-count-work_27644120").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27644120").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27644120"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="41325" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychological_Well_Being">Psychological Well Being</a>, <script data-card-contents-for-ri="41325" type="text/json">{"id":41325,"name":"Psychological Well Being","url":"https://www.academia.edu/Documents/in/Psychological_Well_Being?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27644120]'), work: {"id":27644120,"title":"Contemporary perspectives on the study of psychological climate: A commentary","created_at":"2016-08-09T04:19:24.143-07:00","url":"https://www.academia.edu/27644120/Contemporary_perspectives_on_the_study_of_psychological_climate_A_commentary?f_ri=223","dom_id":"work_27644120","summary":"At the individual level of analysis, we address how work environment perceptions (psychological climate) are conceptualized and measured with respect to three perspectives in the applied psychology literature: (1) social constructionist, (2) general psychological, and (3) multiple stakeholder. Similarities and differences between these perspectives regarding the hypothesized bases of work environment perceptions, factor models for capturing these perceptions, and the generality/ specificity of psychological climate factors are discussed. A general framework for conceptualizing and measuring climate perceptions with respect to different referents, organizational levels, industries or sectors, and stakeholder groups is then presented. This framework is posited to include core, generalizable dimensions associated with each relevant stakeholder group. Finally, we recommend methods and discuss future research directions related to the aggregation of individual level climate perceptions to organizational levels.","downloadable_attachments":[{"id":47910737,"asset_id":27644120,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51859138,"first_name":"Chet","last_name":"Borucki","domain_name":"independent","page_name":"CBorucki","display_name":"Chet Borucki","profile_url":"https://independent.academia.edu/CBorucki?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":41325,"name":"Psychological Well Being","url":"https://www.academia.edu/Documents/in/Psychological_Well_Being?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true},{"id":144049,"name":"Attitude","url":"https://www.academia.edu/Documents/in/Attitude?f_ri=223"},{"id":174464,"name":"Social Environment","url":"https://www.academia.edu/Documents/in/Social_Environment?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26153682" data-work_id="26153682" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26153682/Information_requests_in_the_context_of_escalation">Information requests in the context of escalation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">theory of escalation, that decision makers who are responsible for a failure will be more retrospectively oriented than those who are not responsible for a Jailnre, was tested by monitoring the information requests of subjects performing... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_26153682" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">theory of escalation, that decision makers who are responsible for a failure will be more retrospectively oriented than those who are not responsible for a Jailnre, was tested by monitoring the information requests of subjects performing the Adams and Smith decision case . A total of 72 Master of Business Administration (MBA) students completed a computer-administered version of the ease, in which they were permitted to request information files that had been preclassified as retrospective or prospective on the basis of the results of data collected from a different sample of MBA students. We found that 75% of the subjects who were responsible for a previous failure requested retrospective information, compared to about 25% of the subjects who were not responsible for a failure. This significant difference (i.e., p < .05) supported Staw's theory. We also found that the information manipulation eliminated the tendency of subjects who were responsible for failure to escalate allocations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26153682" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="712498461ce83ce58888bcb76cd2228d" rel="nofollow" data-download="{"attachment_id":46484239,"asset_id":26153682,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46484239/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="50000662" href="https://independent.academia.edu/JudiParks1">Judi Parks</a><script data-card-contents-for-user="50000662" type="text/json">{"id":50000662,"first_name":"Judi","last_name":"Parks","domain_name":"independent","page_name":"JudiParks1","display_name":"Judi Parks","profile_url":"https://independent.academia.edu/JudiParks1?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_26153682 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26153682"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26153682, container: ".js-paper-rank-work_26153682", }); });</script></li><li class="js-percentile-work_26153682 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 26153682; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_26153682"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_26153682 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="26153682"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 26153682; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=26153682]").text(description); $(".js-view-count-work_26153682").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_26153682").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="26153682"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=26153682]'), work: {"id":26153682,"title":"Information requests in the context of escalation","created_at":"2016-06-14T11:48:53.033-07:00","url":"https://www.academia.edu/26153682/Information_requests_in_the_context_of_escalation?f_ri=223","dom_id":"work_26153682","summary":"theory of escalation, that decision makers who are responsible for a failure will be more retrospectively oriented than those who are not responsible for a Jailnre, was tested by monitoring the information requests of subjects performing the Adams and Smith decision case . A total of 72 Master of Business Administration (MBA) students completed a computer-administered version of the ease, in which they were permitted to request information files that had been preclassified as retrospective or prospective on the basis of the results of data collected from a different sample of MBA students. We found that 75% of the subjects who were responsible for a previous failure requested retrospective information, compared to about 25% of the subjects who were not responsible for a failure. This significant difference (i.e., p \u003c .05) supported Staw's theory. We also found that the information manipulation eliminated the tendency of subjects who were responsible for failure to escalate allocations.","downloadable_attachments":[{"id":46484239,"asset_id":26153682,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":50000662,"first_name":"Judi","last_name":"Parks","domain_name":"independent","page_name":"JudiParks1","display_name":"Judi Parks","profile_url":"https://independent.academia.edu/JudiParks1?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true},{"id":153168,"name":"Data Collection","url":"https://www.academia.edu/Documents/in/Data_Collection?f_ri=223"},{"id":765464,"name":"Master of Business Administration","url":"https://www.academia.edu/Documents/in/Master_of_Business_Administration?f_ri=223"},{"id":821516,"name":"Decision Maker","url":"https://www.academia.edu/Documents/in/Decision_Maker?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_21916695" data-work_id="21916695" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/21916695/Incremental_Validity_of_the_Frame_of_Reference_Effect_in_Personality_Scale_Scores_A_Replication_and_Extension">Incremental Validity of the Frame-of-Reference Effect in Personality Scale Scores: A Replication and Extension</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Context-specific personality items provide respondents with a common frame of reference unlike more traditional, noncontextual personality items. The common frame of reference standardizes item interpretation and has been shown to reduce... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_21916695" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Context-specific personality items provide respondents with a common frame of reference unlike more traditional, noncontextual personality items. The common frame of reference standardizes item interpretation and has been shown to reduce measurement error while increasing validity in comparison to noncontextual items (M. J. Schmit, A. M. Ryan. S. L. Stierwalt. &amp;amp;amp;amp; S. L. Powell, 1995). Although the frame-of-reference effect on personality scales scores has been well investigated (e.g., M. J. Schmit et al., 1995), the ability of this innovation to obtain incremental validity above and beyond the well-established, noncontextual personality scale scores has yet to be examined. The current study replicates and extends work by M. J. Schmit et al. (1995) to determine the incremental validity of the frame-of-reference effect. The results indicate that context-specific personality items do indeed obtain incremental validity above and beyond both noncontextual items and cognitive ability, and in spite of socially desirable responding induced by applicant instructions. The implications of these findings for personnel selection are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/21916695" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9a6e3165706eef05f3026c0d45744d38" rel="nofollow" data-download="{"attachment_id":42648300,"asset_id":21916695,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/42648300/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="24567645" href="https://olemiss.academia.edu/MarkBing">Mark Bing</a><script data-card-contents-for-user="24567645" type="text/json">{"id":24567645,"first_name":"Mark","last_name":"Bing","domain_name":"olemiss","page_name":"MarkBing","display_name":"Mark Bing","profile_url":"https://olemiss.academia.edu/MarkBing?f_ri=223","photo":"https://0.academia-photos.com/24567645/6639597/7503637/s65_mark.bing.jpg"}</script></span></span></li><li class="js-paper-rank-work_21916695 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="21916695"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 21916695, container: ".js-paper-rank-work_21916695", }); 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$(".js-view-count[data-work-id=21916695]").text(description); $(".js-view-count-work_21916695").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_21916695").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="21916695"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2672" rel="nofollow" href="https://www.academia.edu/Documents/in/Personality">Personality</a><script data-card-contents-for-ri="2672" type="text/json">{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=21916695]'), work: {"id":21916695,"title":"Incremental Validity of the Frame-of-Reference Effect in Personality Scale Scores: A Replication and Extension","created_at":"2016-02-13T07:26:05.386-08:00","url":"https://www.academia.edu/21916695/Incremental_Validity_of_the_Frame_of_Reference_Effect_in_Personality_Scale_Scores_A_Replication_and_Extension?f_ri=223","dom_id":"work_21916695","summary":"Context-specific personality items provide respondents with a common frame of reference unlike more traditional, noncontextual personality items. The common frame of reference standardizes item interpretation and has been shown to reduce measurement error while increasing validity in comparison to noncontextual items (M. J. Schmit, A. M. Ryan. S. L. Stierwalt. \u0026amp;amp;amp;amp; S. L. Powell, 1995). Although the frame-of-reference effect on personality scales scores has been well investigated (e.g., M. J. Schmit et al., 1995), the ability of this innovation to obtain incremental validity above and beyond the well-established, noncontextual personality scale scores has yet to be examined. The current study replicates and extends work by M. J. Schmit et al. (1995) to determine the incremental validity of the frame-of-reference effect. The results indicate that context-specific personality items do indeed obtain incremental validity above and beyond both noncontextual items and cognitive ability, and in spite of socially desirable responding induced by applicant instructions. The implications of these findings for personnel selection are discussed.","downloadable_attachments":[{"id":42648300,"asset_id":21916695,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":24567645,"first_name":"Mark","last_name":"Bing","domain_name":"olemiss","page_name":"MarkBing","display_name":"Mark Bing","profile_url":"https://olemiss.academia.edu/MarkBing?f_ri=223","photo":"https://0.academia-photos.com/24567645/6639597/7503637/s65_mark.bing.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=223","nofollow":true},{"id":4212,"name":"Cognition","url":"https://www.academia.edu/Documents/in/Cognition?f_ri=223"},{"id":22506,"name":"Adolescent","url":"https://www.academia.edu/Documents/in/Adolescent?f_ri=223"},{"id":52697,"name":"Social Desirability","url":"https://www.academia.edu/Documents/in/Social_Desirability?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":73785,"name":"Personality Assessment Inventory","url":"https://www.academia.edu/Documents/in/Personality_Assessment_Inventory?f_ri=223"},{"id":95022,"name":"Personnel Selection","url":"https://www.academia.edu/Documents/in/Personnel_Selection?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":162403,"name":"Measurement Error","url":"https://www.academia.edu/Documents/in/Measurement_Error?f_ri=223"},{"id":428130,"name":"Cognitive Ability","url":"https://www.academia.edu/Documents/in/Cognitive_Ability?f_ri=223"},{"id":549280,"name":"Reproducibility of Results","url":"https://www.academia.edu/Documents/in/Reproducibility_of_Results?f_ri=223"},{"id":584723,"name":"Frame of reference","url":"https://www.academia.edu/Documents/in/Frame_of_reference?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_19325387" data-work_id="19325387" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19325387/Individual_differences_in_utilizing_control_to_cope_with_job_demands_Effects_on_susceptibility_to_infectious_disease">Individual differences in utilizing control to cope with job demands: Effects on susceptibility to infectious disease</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study examined the interactive effects of job demands, control, and individual characteristics on upper respiratory illnesses and immune function. Having high job control appeared to lessen the linkage between job demands and poor... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_19325387" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study examined the interactive effects of job demands, control, and individual characteristics on upper respiratory illnesses and immune function. Having high job control appeared to lessen the linkage between job demands and poor health among individuals with high self-efficacy and those who perceived that they were not often responsible for negative job outcomes. Conversely, having high job control exacerbated the association between job demands and poor health among inefficacious individuals. Implications for promoting more healthful work environments and facilitating employee coping are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19325387" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d59ca428a9b011f1bc8d2b51bc22d15d" rel="nofollow" data-download="{"attachment_id":40557151,"asset_id":19325387,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/40557151/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="39581121" href="https://independent.academia.edu/JohnSchaubroeck">John Schaubroeck</a><script data-card-contents-for-user="39581121" type="text/json">{"id":39581121,"first_name":"John","last_name":"Schaubroeck","domain_name":"independent","page_name":"JohnSchaubroeck","display_name":"John Schaubroeck","profile_url":"https://independent.academia.edu/JohnSchaubroeck?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_19325387 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="19325387"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 19325387, container: ".js-paper-rank-work_19325387", }); });</script></li><li class="js-percentile-work_19325387 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 19325387; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_19325387"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_19325387 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="19325387"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 19325387; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=19325387]").text(description); $(".js-view-count-work_19325387").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_19325387").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="19325387"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">22</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" rel="nofollow" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a><script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=19325387]'), work: {"id":19325387,"title":"Individual differences in utilizing control to cope with job demands: Effects on susceptibility to infectious disease","created_at":"2015-12-01T16:02:42.058-08:00","url":"https://www.academia.edu/19325387/Individual_differences_in_utilizing_control_to_cope_with_job_demands_Effects_on_susceptibility_to_infectious_disease?f_ri=223","dom_id":"work_19325387","summary":"This study examined the interactive effects of job demands, control, and individual characteristics on upper respiratory illnesses and immune function. Having high job control appeared to lessen the linkage between job demands and poor health among individuals with high self-efficacy and those who perceived that they were not often responsible for negative job outcomes. Conversely, having high job control exacerbated the association between job demands and poor health among inefficacious individuals. Implications for promoting more healthful work environments and facilitating employee coping are discussed.","downloadable_attachments":[{"id":40557151,"asset_id":19325387,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":39581121,"first_name":"John","last_name":"Schaubroeck","domain_name":"independent","page_name":"JohnSchaubroeck","display_name":"John Schaubroeck","profile_url":"https://independent.academia.edu/JohnSchaubroeck?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=223","nofollow":true},{"id":3595,"name":"Individuality","url":"https://www.academia.edu/Documents/in/Individuality?f_ri=223"},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223"},{"id":16113,"name":"Organization Design","url":"https://www.academia.edu/Documents/in/Organization_Design?f_ri=223"},{"id":33125,"name":"Work Environment","url":"https://www.academia.edu/Documents/in/Work_Environment?f_ri=223"},{"id":50581,"name":"Self Efficacy","url":"https://www.academia.edu/Documents/in/Self_Efficacy?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":79676,"name":"Quality of work life","url":"https://www.academia.edu/Documents/in/Quality_of_work_life?f_ri=223"},{"id":81309,"name":"Infectious Disease","url":"https://www.academia.edu/Documents/in/Infectious_Disease?f_ri=223"},{"id":89012,"name":"Job stress","url":"https://www.academia.edu/Documents/in/Job_stress?f_ri=223"},{"id":98500,"name":"Physical Health","url":"https://www.academia.edu/Documents/in/Physical_Health?f_ri=223"},{"id":172784,"name":"Workload","url":"https://www.academia.edu/Documents/in/Workload?f_ri=223"},{"id":344106,"name":"Saliva","url":"https://www.academia.edu/Documents/in/Saliva?f_ri=223"},{"id":509782,"name":"Respiratory Tract Infections","url":"https://www.academia.edu/Documents/in/Respiratory_Tract_Infections?f_ri=223"},{"id":531167,"name":"Sick Role","url":"https://www.academia.edu/Documents/in/Sick_Role?f_ri=223"},{"id":592549,"name":"Interaction effect","url":"https://www.academia.edu/Documents/in/Interaction_effect?f_ri=223"},{"id":675427,"name":"Immune function","url":"https://www.academia.edu/Documents/in/Immune_function?f_ri=223"},{"id":894787,"name":"Immune Tolerance","url":"https://www.academia.edu/Documents/in/Immune_Tolerance?f_ri=223"},{"id":965088,"name":"Individual Difference","url":"https://www.academia.edu/Documents/in/Individual_Difference?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13456609 coauthored" data-work_id="13456609" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13456609/Organizational_Partnerships_in_China_Self_Interest_Goal_Interdependence_and_Opportunism">Organizational Partnerships in China: Self-Interest, Goal Interdependence, and Opportunism</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Opportunism in organizational partnerships may be understood in terms of how partners conclude that their self-interests are related to each other. When partners believe that their goals are competitively but not cooperatively related,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13456609" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Opportunism in organizational partnerships may be understood in terms of how partners conclude that their self-interests are related to each other. When partners believe that their goals are competitively but not cooperatively related, they are tempted to pursue their self-interests opportunistically. Cognitive understandings and values of a shared vision may help partners believe their goals are cooperatively related. Results from 103 pairs of customer and supplier organizations support the argument that partnerships are not inevitably threatened by opportunism. Using structural equation analysis, the authors suggested that shared vision can help partners develop cooperative goals that lead to low levels of opportunism. These results suggest that a shared vision and cooperative goals are important foundations for effective organizational partnerships.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13456609" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="58ae713579d7d3d956dea2d4d6e6357c" rel="nofollow" data-download="{"attachment_id":45328738,"asset_id":13456609,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/45328738/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32591766" href="https://ln.academia.edu/DeanTjosvold">Dean Tjosvold</a><script data-card-contents-for-user="32591766" type="text/json">{"id":32591766,"first_name":"Dean","last_name":"Tjosvold","domain_name":"ln","page_name":"DeanTjosvold","display_name":"Dean Tjosvold","profile_url":"https://ln.academia.edu/DeanTjosvold?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-13456609">+1</span><div class="hidden js-additional-users-13456609"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ln.academia.edu/AlfredWong">Alfred Wong</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-13456609'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-13456609').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_13456609 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="13456609"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 13456609; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=13456609]").text(description); $(".js-view-count-work_13456609").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13456609").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13456609"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="12108" rel="nofollow" href="https://www.academia.edu/Documents/in/China">China</a><script data-card-contents-for-ri="12108" type="text/json">{"id":12108,"name":"China","url":"https://www.academia.edu/Documents/in/China?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13456609]'), work: {"id":13456609,"title":"Organizational Partnerships in China: Self-Interest, Goal Interdependence, and Opportunism","created_at":"2015-06-30T21:13:24.105-07:00","url":"https://www.academia.edu/13456609/Organizational_Partnerships_in_China_Self_Interest_Goal_Interdependence_and_Opportunism?f_ri=223","dom_id":"work_13456609","summary":"Opportunism in organizational partnerships may be understood in terms of how partners conclude that their self-interests are related to each other. When partners believe that their goals are competitively but not cooperatively related, they are tempted to pursue their self-interests opportunistically. Cognitive understandings and values of a shared vision may help partners believe their goals are cooperatively related. Results from 103 pairs of customer and supplier organizations support the argument that partnerships are not inevitably threatened by opportunism. Using structural equation analysis, the authors suggested that shared vision can help partners develop cooperative goals that lead to low levels of opportunism. These results suggest that a shared vision and cooperative goals are important foundations for effective organizational partnerships.","downloadable_attachments":[{"id":45328738,"asset_id":13456609,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":32591766,"first_name":"Dean","last_name":"Tjosvold","domain_name":"ln","page_name":"DeanTjosvold","display_name":"Dean Tjosvold","profile_url":"https://ln.academia.edu/DeanTjosvold?f_ri=223","photo":"/images/s65_no_pic.png"},{"id":32686341,"first_name":"Alfred","last_name":"Wong","domain_name":"ln","page_name":"AlfredWong","display_name":"Alfred Wong","profile_url":"https://ln.academia.edu/AlfredWong?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":12108,"name":"China","url":"https://www.academia.edu/Documents/in/China?f_ri=223","nofollow":true},{"id":46406,"name":"Motivation","url":"https://www.academia.edu/Documents/in/Motivation?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":144259,"name":"Goals","url":"https://www.academia.edu/Documents/in/Goals?f_ri=223"},{"id":327850,"name":"Questionnaires","url":"https://www.academia.edu/Documents/in/Questionnaires?f_ri=223"},{"id":1153482,"name":"Cooperative Behavior","url":"https://www.academia.edu/Documents/in/Cooperative_Behavior?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_59345882" data-work_id="59345882" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/59345882/Deviance_and_Exit_The_Organizational_Costs_of_Job_Insecurity_and_Moral_Disengagement">Deviance and Exit: The Organizational Costs of Job Insecurity and Moral Disengagement</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study examines why and when employees might respond to job insecurity by engaging in workplace deviance and developing intentions to leave-2 activities that are costly for organizations. Drawing on social exchange theory and the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_59345882" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study examines why and when employees might respond to job insecurity by engaging in workplace deviance and developing intentions to leave-2 activities that are costly for organizations. Drawing on social exchange theory and the theory of moral disengagement, we propose that job insecurity increases workplace deviance and intentions to leave by encouraging employees to morally disengage. We further propose that the strength of the positive association between job insecurity, moral disengagement, and these outcomes is contingent upon 2 aspects of the situation-employees&#39; perceived employment opportunities outside the organization and the quality of the exchange relationship they have developed with their supervisors (leader-member exchange, or LMX). Two time-lagged studies of Chinese workers provide support for the hypothesized 1st-stage moderated mediation model. Specifically, the indirect effect of job insecurity on organizational and interpersonal deviance and intentions ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/59345882" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1a76d67fad9ede7c3119eeb264975154" rel="nofollow" data-download="{"attachment_id":73316475,"asset_id":59345882,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/73316475/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="51598652" href="https://independent.academia.edu/CynthiaLee22">Cynthia Lee</a><script data-card-contents-for-user="51598652" type="text/json">{"id":51598652,"first_name":"Cynthia","last_name":"Lee","domain_name":"independent","page_name":"CynthiaLee22","display_name":"Cynthia Lee","profile_url":"https://independent.academia.edu/CynthiaLee22?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_59345882 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="59345882"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 59345882, container: ".js-paper-rank-work_59345882", }); 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$(".js-view-count[data-work-id=59345882]").text(description); $(".js-view-count-work_59345882").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_59345882").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="59345882"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="24625" rel="nofollow" href="https://www.academia.edu/Documents/in/Employment">Employment</a><script data-card-contents-for-ri="24625" type="text/json">{"id":24625,"name":"Employment","url":"https://www.academia.edu/Documents/in/Employment?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=59345882]'), work: {"id":59345882,"title":"Deviance and Exit: The Organizational Costs of Job Insecurity and Moral Disengagement","created_at":"2021-10-21T10:56:46.462-07:00","url":"https://www.academia.edu/59345882/Deviance_and_Exit_The_Organizational_Costs_of_Job_Insecurity_and_Moral_Disengagement?f_ri=223","dom_id":"work_59345882","summary":"This study examines why and when employees might respond to job insecurity by engaging in workplace deviance and developing intentions to leave-2 activities that are costly for organizations. Drawing on social exchange theory and the theory of moral disengagement, we propose that job insecurity increases workplace deviance and intentions to leave by encouraging employees to morally disengage. We further propose that the strength of the positive association between job insecurity, moral disengagement, and these outcomes is contingent upon 2 aspects of the situation-employees\u0026#39; perceived employment opportunities outside the organization and the quality of the exchange relationship they have developed with their supervisors (leader-member exchange, or LMX). Two time-lagged studies of Chinese workers provide support for the hypothesized 1st-stage moderated mediation model. Specifically, the indirect effect of job insecurity on organizational and interpersonal deviance and intentions ...","downloadable_attachments":[{"id":73316475,"asset_id":59345882,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51598652,"first_name":"Cynthia","last_name":"Lee","domain_name":"independent","page_name":"CynthiaLee22","display_name":"Cynthia Lee","profile_url":"https://independent.academia.edu/CynthiaLee22?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":24625,"name":"Employment","url":"https://www.academia.edu/Documents/in/Employment?f_ri=223","nofollow":true},{"id":53331,"name":"Social behavior","url":"https://www.academia.edu/Documents/in/Social_behavior?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":163028,"name":"Personnel Management","url":"https://www.academia.edu/Documents/in/Personnel_Management?f_ri=223"},{"id":172809,"name":"Interpersonal Relations","url":"https://www.academia.edu/Documents/in/Interpersonal_Relations?f_ri=223"},{"id":628583,"name":"Social Behavior","url":"https://www.academia.edu/Documents/in/Social_Behavior-1?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_54622254" data-work_id="54622254" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/54622254/Suffering_in_Silence_Investigating_the_Role_of_Fear_in_the_Relationship_Between_Abusive_Supervision_and_Defensive_Silence">Suffering in Silence: Investigating the Role of Fear in the Relationship Between Abusive Supervision and Defensive Silence</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Drawing from an approach-avoidance perspective, we examine the relationships between subordinates&#39; perceptions of abusive supervision, fear, defensive silence, and ultimately abusive supervision at a later time point. We also account... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_54622254" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Drawing from an approach-avoidance perspective, we examine the relationships between subordinates&#39; perceptions of abusive supervision, fear, defensive silence, and ultimately abusive supervision at a later time point. We also account for the effects of subordinates&#39; assertiveness and individual perceptions of a climate of fear on these predicted mediated relationships. We test this moderated mediation model with data from three studies involving different sources collected across various measurement periods. Results corroborated our predictions by showing (a) a significant association between abusive supervision and subordinates&#39; fear, (b) second-stage moderation effects of subordinates&#39; assertiveness and their individual perceptions of a climate of fear in the abusive supervision-fear-defensive silence relationship (with lower assertiveness and higher levels of climate-of-fear perceptions exacerbating the detrimental effects of fear resulting from abusive supervisio...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/54622254" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e6ea68fbc46f2fd02cb68aeb2a6331a6" rel="nofollow" data-download="{"attachment_id":70899186,"asset_id":54622254,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/70899186/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="35039444" href="https://udayton.academia.edu/ChristianKiewitz">Christian Kiewitz</a><script data-card-contents-for-user="35039444" type="text/json">{"id":35039444,"first_name":"Christian","last_name":"Kiewitz","domain_name":"udayton","page_name":"ChristianKiewitz","display_name":"Christian Kiewitz","profile_url":"https://udayton.academia.edu/ChristianKiewitz?f_ri=223","photo":"https://0.academia-photos.com/35039444/10222566/11408043/s65_christian.kiewitz.jpg"}</script></span></span></li><li class="js-paper-rank-work_54622254 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="54622254"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 54622254, container: ".js-paper-rank-work_54622254", }); 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$(".js-view-count[data-work-id=54622254]").text(description); $(".js-view-count-work_54622254").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_54622254").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="54622254"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="3931" rel="nofollow" href="https://www.academia.edu/Documents/in/Fear">Fear</a><script data-card-contents-for-ri="3931" type="text/json">{"id":3931,"name":"Fear","url":"https://www.academia.edu/Documents/in/Fear?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=54622254]'), work: {"id":54622254,"title":"Suffering in Silence: Investigating the Role of Fear in the Relationship Between Abusive Supervision and Defensive Silence","created_at":"2021-10-01T07:46:28.293-07:00","url":"https://www.academia.edu/54622254/Suffering_in_Silence_Investigating_the_Role_of_Fear_in_the_Relationship_Between_Abusive_Supervision_and_Defensive_Silence?f_ri=223","dom_id":"work_54622254","summary":"Drawing from an approach-avoidance perspective, we examine the relationships between subordinates\u0026#39; perceptions of abusive supervision, fear, defensive silence, and ultimately abusive supervision at a later time point. We also account for the effects of subordinates\u0026#39; assertiveness and individual perceptions of a climate of fear on these predicted mediated relationships. We test this moderated mediation model with data from three studies involving different sources collected across various measurement periods. Results corroborated our predictions by showing (a) a significant association between abusive supervision and subordinates\u0026#39; fear, (b) second-stage moderation effects of subordinates\u0026#39; assertiveness and their individual perceptions of a climate of fear in the abusive supervision-fear-defensive silence relationship (with lower assertiveness and higher levels of climate-of-fear perceptions exacerbating the detrimental effects of fear resulting from abusive supervisio...","downloadable_attachments":[{"id":70899186,"asset_id":54622254,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":35039444,"first_name":"Christian","last_name":"Kiewitz","domain_name":"udayton","page_name":"ChristianKiewitz","display_name":"Christian Kiewitz","profile_url":"https://udayton.academia.edu/ChristianKiewitz?f_ri=223","photo":"https://0.academia-photos.com/35039444/10222566/11408043/s65_christian.kiewitz.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":3931,"name":"Fear","url":"https://www.academia.edu/Documents/in/Fear?f_ri=223","nofollow":true},{"id":10666,"name":"Bullying","url":"https://www.academia.edu/Documents/in/Bullying?f_ri=223"},{"id":18440,"name":"Social Perception","url":"https://www.academia.edu/Documents/in/Social_Perception?f_ri=223"},{"id":53331,"name":"Social behavior","url":"https://www.academia.edu/Documents/in/Social_behavior?f_ri=223"},{"id":56122,"name":"Workplace","url":"https://www.academia.edu/Documents/in/Workplace?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":132392,"name":"Crime Victims","url":"https://www.academia.edu/Documents/in/Crime_Victims?f_ri=223"},{"id":628583,"name":"Social Behavior","url":"https://www.academia.edu/Documents/in/Social_Behavior-1?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_32054476" data-work_id="32054476" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/32054476/A_meta_analysis_of_the_relation_of_job_characteristics_to_job_satisfaction">A meta-analysis of the relation of job characteristics to job satisfaction</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Job enrichment is one method that has been used to increase employee satisfaction and work motivation. job characteristics model has served as the foundation for many job enrichment efforts. In particular, a considerable amount of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_32054476" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Job enrichment is one method that has been used to increase employee satisfaction and work motivation. job characteristics model has served as the foundation for many job enrichment efforts. In particular, a considerable amount of research has been devoted to the study of the job characteristics-job satisfaction relation. The purpose of this study was to statistically determine, using meta-analysis procedures, the "true" relation between job characteristics and job satisfaction. The role of growth need strength (GNS) as a possible moderator of this relation was also investigated. Results indicated a moderate relation between job characteristics and job satisfaction. This relation is stronger for employees high in GNS. Situational characteristics appear to be more important in determining satisfaction for employees low in GNS.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/32054476" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9eb9fd1b36bed60cf9b8e951ff1d6092" rel="nofollow" data-download="{"attachment_id":52315126,"asset_id":32054476,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/52315126/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="62107394" href="https://independent.academia.edu/BrianLoher">Brian Loher</a><script data-card-contents-for-user="62107394" type="text/json">{"id":62107394,"first_name":"Brian","last_name":"Loher","domain_name":"independent","page_name":"BrianLoher","display_name":"Brian Loher","profile_url":"https://independent.academia.edu/BrianLoher?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_32054476 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="32054476"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 32054476, container: ".js-paper-rank-work_32054476", }); 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In particular, a considerable amount of research has been devoted to the study of the job characteristics-job satisfaction relation. The purpose of this study was to statistically determine, using meta-analysis procedures, the \"true\" relation between job characteristics and job satisfaction. The role of growth need strength (GNS) as a possible moderator of this relation was also investigated. Results indicated a moderate relation between job characteristics and job satisfaction. This relation is stronger for employees high in GNS. Situational characteristics appear to be more important in determining satisfaction for employees low in GNS.","downloadable_attachments":[{"id":52315126,"asset_id":32054476,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":62107394,"first_name":"Brian","last_name":"Loher","domain_name":"independent","page_name":"BrianLoher","display_name":"Brian Loher","profile_url":"https://independent.academia.edu/BrianLoher?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":218206,"name":"Meta Analysis","url":"https://www.academia.edu/Documents/in/Meta_Analysis?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_269932" data-work_id="269932" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/269932/Transformational_and_Transactional_Leadership_Skills_for_Mental_Health_Teams">Transformational and Transactional Leadership Skills for Mental Health Teams</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/269932" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="91c3d19f02934a0a9951d56d57637038" rel="nofollow" data-download="{"attachment_id":51475419,"asset_id":269932,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51475419/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i 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Garman","profile_url":"https://rush.academia.edu/AndrewGarman?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=223","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=223","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223"},{"id":237,"name":"Cognitive Science","url":"https://www.academia.edu/Documents/in/Cognitive_Science?f_ri=223"},{"id":1077,"name":"Educational 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evaluation.</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1440178" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="28fe32a18a258129baab3ebaa1f37ac7" rel="nofollow" data-download="{"attachment_id":11024720,"asset_id":1440178,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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antony","profile_url":"https://independent.academia.edu/princychirayathantony?f_ri=223","photo":"https://0.academia-photos.com/1249937/151496618/141085366/s65_princy.chirayath_antony.png"}</script></span></span></li><li class="js-paper-rank-work_1440178 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1440178"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1440178, container: ".js-paper-rank-work_1440178", }); });</script></li><li class="js-percentile-work_1440178 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 1440178; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var 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Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":55641,"name":"Performance Evaluation","url":"https://www.academia.edu/Documents/in/Performance_Evaluation?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":187402,"name":"Cross Validation","url":"https://www.academia.edu/Documents/in/Cross_Validation?f_ri=223"},{"id":484415,"name":"Multiple regression analysis","url":"https://www.academia.edu/Documents/in/Multiple_regression_analysis?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4031362" data-work_id="4031362" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4031362/Managing_a_New_Collaborative_Entity_in_Business_Organizations_Understanding_Organizational_Communities_of_Practice_Effectiveness">Managing a New Collaborative Entity in Business Organizations: Understanding Organizational Communities of Practice Effectiveness</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. OCoPs are defined as groups of employees who share a concern, a set of problems, or... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4031362" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. OCoPs are defined as groups of employees who share a concern, a set of problems, or a passion about a topic and who strengthen their knowledge and expertise by interacting on a consistent basis. To date, OCoP research has drawn almost exclusively from the community of practice (CoP) literature, even though the organizational form of CoPs shares attributes of traditional CoPs and of organizational teams. Drawing on Lave and Wenger's (1991) original theory of legitimate peripheral participation, we integrate theory and research from CoPs and organizational teams to develop and empirically examine a model of OCoP effectiveness that includes constructs such as leadership, empowerment, the structure of tasks, and OCoP relevance to organizational effectiveness. Using data from 32 OCoPs in a U.S.-based multinational mining and minerals processing firm, we found that external community leaders play an important role in enhancing OCoP empowerment, particularly to the extent that task interdependence is high. Empowerment, in turn, was positively related to OCoP effectiveness. We also found that OCoPs designated as "core" by the organization (e.g., working on critical issues) were more effective than those that were noncore. Task interdependence also was positively related to OCoP effectiveness. We provide scholars and practitioners with insights on how to effectively manage OCoPs in today's organizations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4031362" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="37018ffb72d68d5380b09bd937e61177" rel="nofollow" data-download="{"attachment_id":50071719,"asset_id":4031362,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50071719/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4846665" href="https://uwa.academia.edu/JohnCordery">John Cordery</a><script data-card-contents-for-user="4846665" type="text/json">{"id":4846665,"first_name":"John","last_name":"Cordery","domain_name":"uwa","page_name":"JohnCordery","display_name":"John Cordery","profile_url":"https://uwa.academia.edu/JohnCordery?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_4031362 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4031362"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4031362, container: ".js-paper-rank-work_4031362", }); 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$(".js-view-count[data-work-id=4031362]").text(description); $(".js-view-count-work_4031362").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4031362").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4031362"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">16</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="956" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Communication">Organizational Communication</a><script data-card-contents-for-ri="956" type="text/json">{"id":956,"name":"Organizational Communication","url":"https://www.academia.edu/Documents/in/Organizational_Communication?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4031362]'), work: {"id":4031362,"title":"Managing a New Collaborative Entity in Business Organizations: Understanding Organizational Communities of Practice Effectiveness","created_at":"2013-07-15T01:10:35.874-07:00","url":"https://www.academia.edu/4031362/Managing_a_New_Collaborative_Entity_in_Business_Organizations_Understanding_Organizational_Communities_of_Practice_Effectiveness?f_ri=223","dom_id":"work_4031362","summary":"Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. 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Using data from 32 OCoPs in a U.S.-based multinational mining and minerals processing firm, we found that external community leaders play an important role in enhancing OCoP empowerment, particularly to the extent that task interdependence is high. Empowerment, in turn, was positively related to OCoP effectiveness. We also found that OCoPs designated as \"core\" by the organization (e.g., working on critical issues) were more effective than those that were noncore. Task interdependence also was positively related to OCoP effectiveness. 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href="https://www.academia.edu/2025340/Online_Mental_Health_Counsellor_Training_Course_Comments_and_Evaluations">Online Mental Health Counsellor Training Course: Comments and Evaluations</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Recent and past evaluations and comments of students who completed requirements for the core counselor training content from the Online College of Mental Health Counselling at <a href="http://www.collegemhc.com" rel="nofollow">www.collegemhc.com</a></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2025340" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li 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href="https://collegemhc.academia.edu/DanielKeeran">Daniel M Keeran MSW</a><script data-card-contents-for-user="345752" type="text/json">{"id":345752,"first_name":"Daniel","last_name":"Keeran MSW","domain_name":"collegemhc","page_name":"DanielKeeran","display_name":"Daniel M Keeran MSW","profile_url":"https://collegemhc.academia.edu/DanielKeeran?f_ri=223","photo":"https://0.academia-photos.com/345752/94042/30134256/s65_daniel.keeran_msw.jpg"}</script></span></span></li><li class="js-paper-rank-work_2025340 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2025340"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2025340, container: ".js-paper-rank-work_2025340", }); });</script></li><li class="js-percentile-work_2025340 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget 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data-has-card-for-ri="37" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="45" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Administration">Business Administration</a>, <script data-card-contents-for-ri="45" type="text/json">{"id":45,"name":"Business Administration","url":"https://www.academia.edu/Documents/in/Business_Administration?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="165" rel="nofollow" href="https://www.academia.edu/Documents/in/Pathology">Pathology</a><script data-card-contents-for-ri="165" type="text/json">{"id":165,"name":"Pathology","url":"https://www.academia.edu/Documents/in/Pathology?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=2025340]'), work: {"id":2025340,"title":"Online Mental Health Counsellor Training Course: Comments and Evaluations","created_at":"2012-10-13T07:48:14.577-07:00","url":"https://www.academia.edu/2025340/Online_Mental_Health_Counsellor_Training_Course_Comments_and_Evaluations?f_ri=223","dom_id":"work_2025340","summary":"Recent and past evaluations and comments of students who completed requirements for the core counselor training content from the Online College of Mental Health Counselling at www.collegemhc.com ","downloadable_attachments":[{"id":31251668,"asset_id":2025340,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":345752,"first_name":"Daniel","last_name":"Keeran 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u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/70071647/Leader_Humility_and_Team_Creativity_The_Role_of_Team_Information_Sharing_Psychological_Safety_and_Power_Distance">Leader Humility and Team Creativity: The Role of Team Information Sharing, Psychological Safety, and Power Distance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In this study, we identify leader humility, characterized by being open to admitting one&#39;s limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_70071647" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In this study, we identify leader humility, characterized by being open to admitting one&#39;s limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing as mediators. Further, we hypothesize and examine team power distance as a moderator of the relationship. We tested our hypotheses using data gathered from 72 work teams and 354 individual members from 11 information and technology firms in China using a multiple-source, time-lagged research design. We found that the positive relationship between leader humility and team information sharing was significant and positive only within teams with a low power distance value. In addition, leader humility was negatively related to team psycholog...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/70071647" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3b06a9a80846ac5e92a1813968cdec6f" rel="nofollow" data-download="{"attachment_id":79944444,"asset_id":70071647,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79944444/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1003274" href="https://pdx.academia.edu/TalyaBauer">Talya Bauer</a><script data-card-contents-for-user="1003274" type="text/json">{"id":1003274,"first_name":"Talya","last_name":"Bauer","domain_name":"pdx","page_name":"TalyaBauer","display_name":"Talya Bauer","profile_url":"https://pdx.academia.edu/TalyaBauer?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_70071647 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="70071647"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 70071647, container: ".js-paper-rank-work_70071647", }); 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Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing as mediators. Further, we hypothesize and examine team power distance as a moderator of the relationship. We tested our hypotheses using data gathered from 72 work teams and 354 individual members from 11 information and technology firms in China using a multiple-source, time-lagged research design. We found that the positive relationship between leader humility and team information sharing was significant and positive only within teams with a low power distance value. In addition, leader humility was negatively related to team psycholog...","downloadable_attachments":[{"id":79944444,"asset_id":70071647,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1003274,"first_name":"Talya","last_name":"Bauer","domain_name":"pdx","page_name":"TalyaBauer","display_name":"Talya Bauer","profile_url":"https://pdx.academia.edu/TalyaBauer?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":26327,"name":"Medicine","url":"https://www.academia.edu/Documents/in/Medicine?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_50277706" data-work_id="50277706" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/50277706/Media_Psychology_Applications_in_Rehabilitation_Services">Media Psychology: Applications in Rehabilitation Services</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Media technologies can offer many advantages to medical rehabilitation when sensitively matched to people’s strengths and constraints. Achieving this effective pairing to help practitioners and patients achieve their goals is at the heart... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_50277706" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Media technologies can offer many advantages to medical rehabilitation when sensitively matched to people’s strengths and constraints. Achieving this effective pairing to help practitioners and patients achieve their goals is at the heart of media psychology. The purpose of this chapter is to provide practitioners with context and examples to facilitate the implementation of media technologies into their practices and professional lives. The chapter includes definitions of common terminology, some innovative and creative uses of technology appropriate to medical rehabilitation, and guidelines for ethically implementing social media practices. Throughout, the focus is two-fold: the first is patient-centered, with cases of media technology used for interventions, treatments and education; the second highlights how to use media technologies to interact with the public, with guidelines to effectively distribute information about your services and practice, share your expertise, and make professional connections.  <br /><br />Rutledge, P. (2016). Media Psychology:  Applications in Rehabilitation Services. In M. A. Budd, S. Hough, W. Stiers, & S. Wegener (Eds.), Practical Psychology in Medical Rehabilitation (pp. 513-532). Springer International Publishing.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/50277706" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b33cdd18b6985bb9aadc72ce914790b1" rel="nofollow" data-download="{"attachment_id":68323403,"asset_id":50277706,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/68323403/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="540998" href="https://fielding.academia.edu/PamelaRutledge">Pamela Rutledge</a><script data-card-contents-for-user="540998" type="text/json">{"id":540998,"first_name":"Pamela","last_name":"Rutledge","domain_name":"fielding","page_name":"PamelaRutledge","display_name":"Pamela Rutledge","profile_url":"https://fielding.academia.edu/PamelaRutledge?f_ri=223","photo":"https://gravatar.com/avatar/d23478ef75bdb2186a37b3fa708d4f26?s=65"}</script></span></span></li><li class="js-paper-rank-work_50277706 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="50277706"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 50277706, container: ".js-paper-rank-work_50277706", }); 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Achieving this effective pairing to help practitioners and patients achieve their goals is at the heart of media psychology. The purpose of this chapter is to provide practitioners with context and examples to facilitate the implementation of media technologies into their practices and professional lives. The chapter includes definitions of common terminology, some innovative and creative uses of technology appropriate to medical rehabilitation, and guidelines for ethically implementing social media practices. Throughout, the focus is two-fold: the first is patient-centered, with cases of media technology used for interventions, treatments and education; the second highlights how to use media technologies to interact with the public, with guidelines to effectively distribute information about your services and practice, share your expertise, and make professional connections. \n\nRutledge, P. (2016). Media Psychology: Applications in Rehabilitation Services. In M. A. Budd, S. Hough, W. Stiers, \u0026 S. Wegener (Eds.), Practical Psychology in Medical Rehabilitation (pp. 513-532). Springer International Publishing. ","downloadable_attachments":[{"id":68323403,"asset_id":50277706,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":540998,"first_name":"Pamela","last_name":"Rutledge","domain_name":"fielding","page_name":"PamelaRutledge","display_name":"Pamela Rutledge","profile_url":"https://fielding.academia.edu/PamelaRutledge?f_ri=223","photo":"https://gravatar.com/avatar/d23478ef75bdb2186a37b3fa708d4f26?s=65"}],"research_interests":[{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":7089,"name":"Media psychology","url":"https://www.academia.edu/Documents/in/Media_psychology?f_ri=223","nofollow":true},{"id":503031,"name":"Medical Rehabilitation","url":"https://www.academia.edu/Documents/in/Medical_Rehabilitation?f_ri=223","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_42892320" data-work_id="42892320" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/42892320/Applied_Sciences_Project_Topics_and_Research_Materials">Applied Sciences Project Topics and Research Materials</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">free Applied Sciences Project Topics and Research Materials</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/42892320" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="269502e962b2ac95796b39dba51147ce" rel="nofollow" data-download="{"attachment_id":63138674,"asset_id":42892320,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63138674/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="26255712" href="https://independent.academia.edu/KennethJames11">Kenneth James</a><script data-card-contents-for-user="26255712" type="text/json">{"id":26255712,"first_name":"Kenneth","last_name":"James","domain_name":"independent","page_name":"KennethJames11","display_name":"Kenneth James","profile_url":"https://independent.academia.edu/KennethJames11?f_ri=223","photo":"https://0.academia-photos.com/26255712/7228759/8137259/s65_kenneth.james.jpg_oh_fb21a7a668a6ed374845e27ac9b35135_oe_559626ce___gda___1435813713_c64303c44024c013da7a00a657c4ca54"}</script></span></span></li><li class="js-paper-rank-work_42892320 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="42892320"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 42892320, container: ".js-paper-rank-work_42892320", }); 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$(".js-view-count[data-work-id=42892320]").text(description); $(".js-view-count-work_42892320").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_42892320").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="42892320"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="305" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Mathematics">Applied Mathematics</a>, <script data-card-contents-for-ri="305" type="text/json">{"id":305,"name":"Applied Mathematics","url":"https://www.academia.edu/Documents/in/Applied_Mathematics?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7709" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Linguistics">Applied Linguistics</a>, <script data-card-contents-for-ri="7709" type="text/json">{"id":7709,"name":"Applied Linguistics","url":"https://www.academia.edu/Documents/in/Applied_Linguistics?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="18788" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Arts">Applied Arts</a><script data-card-contents-for-ri="18788" type="text/json">{"id":18788,"name":"Applied Arts","url":"https://www.academia.edu/Documents/in/Applied_Arts?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=42892320]'), work: {"id":42892320,"title":"Applied Sciences Project Topics and Research Materials","created_at":"2020-04-29T11:43:39.430-07:00","url":"https://www.academia.edu/42892320/Applied_Sciences_Project_Topics_and_Research_Materials?f_ri=223","dom_id":"work_42892320","summary":"free Applied Sciences Project Topics and Research Materials","downloadable_attachments":[{"id":63138674,"asset_id":42892320,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":26255712,"first_name":"Kenneth","last_name":"James","domain_name":"independent","page_name":"KennethJames11","display_name":"Kenneth James","profile_url":"https://independent.academia.edu/KennethJames11?f_ri=223","photo":"https://0.academia-photos.com/26255712/7228759/8137259/s65_kenneth.james.jpg_oh_fb21a7a668a6ed374845e27ac9b35135_oe_559626ce___gda___1435813713_c64303c44024c013da7a00a657c4ca54"}],"research_interests":[{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":305,"name":"Applied Mathematics","url":"https://www.academia.edu/Documents/in/Applied_Mathematics?f_ri=223","nofollow":true},{"id":7709,"name":"Applied Linguistics","url":"https://www.academia.edu/Documents/in/Applied_Linguistics?f_ri=223","nofollow":true},{"id":18788,"name":"Applied Arts","url":"https://www.academia.edu/Documents/in/Applied_Arts?f_ri=223","nofollow":true},{"id":19703,"name":"Applied microbiology","url":"https://www.academia.edu/Documents/in/Applied_microbiology?f_ri=223"},{"id":159232,"name":"Applied Sciences","url":"https://www.academia.edu/Documents/in/Applied_Sciences?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2379266" data-work_id="2379266" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2379266/An_Information_processing_Perspective_on_Leadership_and_Culture_A_Case_for_Connectionist_Architecture">An Information-processing Perspective on Leadership and Culture: A Case for Connectionist Architecture</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Un mode`le de la relation entre la culture et le leadership est pre´sente´ dans cet article; ce mode`le est centre´ sur le traitement de l’information. Nous estimons qu’un re´seau connectionniste s’impose pour une bonne compre´hension de... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2379266" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Un mode`le de la relation entre la culture et le leadership est pre´sente´ dans cet article; ce mode`le est centre´ sur le traitement de l’information. Nous estimons qu’un re´seau connectionniste s’impose pour une bonne compre´hension de la faÂµon dont la culture et le leadership influencent les re´actions et la comprotement du suiveur, ce qui nous diffe´rencie des travaux ante´rieurs dans ce domaine. On examine brie`vement les structure connectionnistes en remarquant qu’il y a recouvrement entre la conceptualisation des sche´mas inclus dans ces structures et les re´flexions actuelles sur les sche´mas concernant la culture et le leadership. Ce mode`le est suffisamment souple pour expliquer les processus cognitivement efficients qui e´mergent consciemment ou subconsciemment. En outre, il peut rendre compte de la sensibilite´ a` l’information (provenant de la situation) des sche´mas du leadership et des syste`mes culturels. On traite enfin du caracte`re critique de la notion de concept de soi dans la compre´hension des processus a` travers lesquels culture et leadership interagissent pour influencer les re´action et la conduite des suiveurs.An information-processing model of the relationship between culture and leadership is developed in the present paper. In contrast to previous work in this area, we propose that a connectionist network is useful for understanding how culture and leadership affect follower reactions and behaviour. A brief discussion of connectionist architectures is provided and the overlap between the conceptualisation of schemas within such architectures and current discussions of culture and leadership schemas is noted. The present model is flexible enough to account for cognitively efficient processes that occur at either a subconscious or conscious level of awareness. Further, the model is able to account for the sensitivity of leadership schemas and cultural meaning systems to contextual information. Finally, the critical nature of the self-concept for understanding the process by which culture and leadership interact to affect follower reactions and behaviour is discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2379266" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f1f27af17f2d459a63691bd3c9eb7b01" rel="nofollow" data-download="{"attachment_id":50650403,"asset_id":2379266,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50650403/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3068236" href="https://independent.academia.edu/RobertDimitrovski">Robert Dimitrovski</a><script data-card-contents-for-user="3068236" type="text/json">{"id":3068236,"first_name":"Robert","last_name":"Dimitrovski","domain_name":"independent","page_name":"RobertDimitrovski","display_name":"Robert Dimitrovski","profile_url":"https://independent.academia.edu/RobertDimitrovski?f_ri=223","photo":"https://0.academia-photos.com/3068236/1008579/1261095/s65_robert.dimitrovski.jpg"}</script></span></span></li><li class="js-paper-rank-work_2379266 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2379266"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2379266, container: ".js-paper-rank-work_2379266", }); 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$(".js-view-count[data-work-id=2379266]").text(description); $(".js-view-count-work_2379266").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_2379266").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="2379266"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2672" rel="nofollow" href="https://www.academia.edu/Documents/in/Personality">Personality</a>, <script data-card-contents-for-ri="2672" type="text/json">{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a><script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=2379266]'), work: {"id":2379266,"title":"An Information-processing Perspective on Leadership and Culture: A Case for Connectionist Architecture","created_at":"2013-01-08T21:54:40.662-08:00","url":"https://www.academia.edu/2379266/An_Information_processing_Perspective_on_Leadership_and_Culture_A_Case_for_Connectionist_Architecture?f_ri=223","dom_id":"work_2379266","summary":"Un mode`le de la relation entre la culture et le leadership est pre´sente´ dans cet article; ce mode`le est centre´ sur le traitement de l’information. Nous estimons qu’un re´seau connectionniste s’impose pour une bonne compre´hension de la faÂµon dont la culture et le leadership influencent les re´actions et la comprotement du suiveur, ce qui nous diffe´rencie des travaux ante´rieurs dans ce domaine. On examine brie`vement les structure connectionnistes en remarquant qu’il y a recouvrement entre la conceptualisation des sche´mas inclus dans ces structures et les re´flexions actuelles sur les sche´mas concernant la culture et le leadership. Ce mode`le est suffisamment souple pour expliquer les processus cognitivement efficients qui e´mergent consciemment ou subconsciemment. En outre, il peut rendre compte de la sensibilite´ a` l’information (provenant de la situation) des sche´mas du leadership et des syste`mes culturels. On traite enfin du caracte`re critique de la notion de concept de soi dans la compre´hension des processus a` travers lesquels culture et leadership interagissent pour influencer les re´action et la conduite des suiveurs.An information-processing model of the relationship between culture and leadership is developed in the present paper. In contrast to previous work in this area, we propose that a connectionist network is useful for understanding how culture and leadership affect follower reactions and behaviour. A brief discussion of connectionist architectures is provided and the overlap between the conceptualisation of schemas within such architectures and current discussions of culture and leadership schemas is noted. The present model is flexible enough to account for cognitively efficient processes that occur at either a subconscious or conscious level of awareness. Further, the model is able to account for the sensitivity of leadership schemas and cultural meaning systems to contextual information. Finally, the critical nature of the self-concept for understanding the process by which culture and leadership interact to affect follower reactions and behaviour is discussed.","downloadable_attachments":[{"id":50650403,"asset_id":2379266,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3068236,"first_name":"Robert","last_name":"Dimitrovski","domain_name":"independent","page_name":"RobertDimitrovski","display_name":"Robert Dimitrovski","profile_url":"https://independent.academia.edu/RobertDimitrovski?f_ri=223","photo":"https://0.academia-photos.com/3068236/1008579/1261095/s65_robert.dimitrovski.jpg"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=223","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=223","nofollow":true},{"id":4212,"name":"Cognition","url":"https://www.academia.edu/Documents/in/Cognition?f_ri=223"},{"id":4626,"name":"Social Cognition","url":"https://www.academia.edu/Documents/in/Social_Cognition?f_ri=223"},{"id":5423,"name":"Connectionism","url":"https://www.academia.edu/Documents/in/Connectionism?f_ri=223"},{"id":36837,"name":"Information Processing","url":"https://www.academia.edu/Documents/in/Information_Processing?f_ri=223"},{"id":53331,"name":"Social behavior","url":"https://www.academia.edu/Documents/in/Social_behavior?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":174464,"name":"Social Environment","url":"https://www.academia.edu/Documents/in/Social_Environment?f_ri=223"},{"id":628583,"name":"Social Behavior","url":"https://www.academia.edu/Documents/in/Social_Behavior-1?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15282077 coauthored" data-work_id="15282077" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15282077/Health_and_turnover_of_working_mothers_after_childbirth_via_the_work_family_interface_An_analysis_across_time">Health and turnover of working mothers after childbirth via the work–family interface: An analysis across time</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study examined organizational levers that impact work-family experiences, participant health, and subsequent turnover. Using a sample of 179 women returning to full-time work 4 months after childbirth, we examined the associations of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15282077" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study examined organizational levers that impact work-family experiences, participant health, and subsequent turnover. Using a sample of 179 women returning to full-time work 4 months after childbirth, we examined the associations of 3 job resources (job security, skill discretion, and schedule control) with work-to-family enrichment and the associations of 2 job demands (psychological requirements and nonstandard work schedules) with work-to-family conflict. Further, we considered subsequent impact of work-to-family conflict and enrichment on women's health (physical and mental health) 8 months after women returned to work and the impact of health on voluntary turnover 12 months after women returned to work. Having a nonstandard work schedule was directly and positively related to conflict, whereas schedule control buffered the effect of psychological requirements on conflict. Skill discretion and job security, both job resources, directly and positively related to enrichment. Work-to-family conflict was negatively related to both physical and mental health, but work-to-family enrichment positively predicted only physical health. Physical health and mental health both negatively influenced turnover. We discuss implications and opportunities for future research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15282077" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c053a1d5cc268da186a1e7c9c61d76bb" rel="nofollow" data-download="{"attachment_id":43372457,"asset_id":15282077,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43372457/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34369069" href="https://usu.academia.edu/MeridethThompsonformerlyFerguson">Merideth Thompson (formerly Ferguson)</a><script data-card-contents-for-user="34369069" type="text/json">{"id":34369069,"first_name":"Merideth","last_name":"Thompson (formerly Ferguson)","domain_name":"usu","page_name":"MeridethThompsonformerlyFerguson","display_name":"Merideth Thompson (formerly Ferguson)","profile_url":"https://usu.academia.edu/MeridethThompsonformerlyFerguson?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-15282077">+1</span><div class="hidden js-additional-users-15282077"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://baylor.academia.edu/DawnCarlson">Dawn Carlson</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-15282077'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-15282077').html(); 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Using a sample of 179 women returning to full-time work 4 months after childbirth, we examined the associations of 3 job resources (job security, skill discretion, and schedule control) with work-to-family enrichment and the associations of 2 job demands (psychological requirements and nonstandard work schedules) with work-to-family conflict. Further, we considered subsequent impact of work-to-family conflict and enrichment on women's health (physical and mental health) 8 months after women returned to work and the impact of health on voluntary turnover 12 months after women returned to work. Having a nonstandard work schedule was directly and positively related to conflict, whereas schedule control buffered the effect of psychological requirements on conflict. Skill discretion and job security, both job resources, directly and positively related to enrichment. Work-to-family conflict was negatively related to both physical and mental health, but work-to-family enrichment positively predicted only physical health. Physical health and mental health both negatively influenced turnover. We discuss implications and opportunities for future research.","downloadable_attachments":[{"id":43372457,"asset_id":15282077,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34369069,"first_name":"Merideth","last_name":"Thompson (formerly Ferguson)","domain_name":"usu","page_name":"MeridethThompsonformerlyFerguson","display_name":"Merideth Thompson (formerly Ferguson)","profile_url":"https://usu.academia.edu/MeridethThompsonformerlyFerguson?f_ri=223","photo":"/images/s65_no_pic.png"},{"id":34516845,"first_name":"Dawn","last_name":"Carlson","domain_name":"baylor","page_name":"DawnCarlson","display_name":"Dawn Carlson","profile_url":"https://baylor.academia.edu/DawnCarlson?f_ri=223","photo":"https://0.academia-photos.com/34516845/31359859/28820379/s65_dawn.carlson.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2827,"name":"Mental Health","url":"https://www.academia.edu/Documents/in/Mental_Health?f_ri=223","nofollow":true},{"id":6574,"name":"Family","url":"https://www.academia.edu/Documents/in/Family?f_ri=223"},{"id":24625,"name":"Employment","url":"https://www.academia.edu/Documents/in/Employment?f_ri=223"},{"id":24890,"name":"Intergroup Conflict (Psychology)","url":"https://www.academia.edu/Documents/in/Intergroup_Conflict_Psychology_?f_ri=223"},{"id":49296,"name":"Birth","url":"https://www.academia.edu/Documents/in/Birth?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":98500,"name":"Physical Health","url":"https://www.academia.edu/Documents/in/Physical_Health?f_ri=223"},{"id":162282,"name":"Mothers","url":"https://www.academia.edu/Documents/in/Mothers?f_ri=223"},{"id":413195,"name":"Time Factors","url":"https://www.academia.edu/Documents/in/Time_Factors?f_ri=223"},{"id":478907,"name":"Return to Work","url":"https://www.academia.edu/Documents/in/Return_to_Work?f_ri=223"},{"id":484473,"name":"Work Family Conflict","url":"https://www.academia.edu/Documents/in/Work_Family_Conflict?f_ri=223"},{"id":767173,"name":"Parturition","url":"https://www.academia.edu/Documents/in/Parturition?f_ri=223"},{"id":993841,"name":"Working Women","url":"https://www.academia.edu/Documents/in/Working_Women?f_ri=223"},{"id":1375888,"name":"Labor Turnover","url":"https://www.academia.edu/Documents/in/Labor_Turnover?f_ri=223"},{"id":1464892,"name":"Job Security","url":"https://www.academia.edu/Documents/in/Job_Security?f_ri=223"},{"id":1916632,"name":"Personnel Turnover","url":"https://www.academia.edu/Documents/in/Personnel_Turnover?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2333623" data-work_id="2333623" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2333623/Individualism_or_the_Group">Individualism or the Group?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">... a typical naive set of assumptions about "group oriented" cultures it that the participants within them are basically altruistic, self-effacing, self-sacrificing and sociable. A society of such individuals should exhibit the very best... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2333623" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">... a typical naive set of assumptions about "group oriented" cultures it that the participants within them are basically altruistic, self-effacing, self-sacrificing and sociable. A society of such individuals should exhibit the very best of human civilization working in equitable, democratic communities. By contrast, those from individualistic cultures should be cold, grasping, selfish, egotistical and almost incapable of the cooperation demanded by a civil society. Indeed, a society of individualists, by this stereotype would be a dog eat dog affair, dedicated to conflict, riven with disloyalty and betrayal, forever failing to build a stable and humanistic community.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2333623" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b610a88e7d27185c1ac3e611efd96ece" rel="nofollow" data-download="{"attachment_id":30376894,"asset_id":2333623,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30376894/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1690521" href="https://independent.academia.edu/ThoroldThorMay">Thorold (Thor) May</a><script data-card-contents-for-user="1690521" type="text/json">{"id":1690521,"first_name":"Thorold (Thor)","last_name":"May","domain_name":"independent","page_name":"ThoroldThorMay","display_name":"Thorold (Thor) May","profile_url":"https://independent.academia.edu/ThoroldThorMay?f_ri=223","photo":"https://gravatar.com/avatar/4907822631c59c912162483f3377a2ae?s=65"}</script></span></span></li><li class="js-paper-rank-work_2333623 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2333623"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2333623, container: ".js-paper-rank-work_2333623", }); 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$(".js-view-count[data-work-id=2333623]").text(description); $(".js-view-count-work_2333623").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_2333623").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="2333623"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">68</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="184" rel="nofollow" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a>, <script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="190" rel="nofollow" href="https://www.academia.edu/Documents/in/Environmental_Sociology">Environmental Sociology</a>, <script data-card-contents-for-ri="190" type="text/json">{"id":190,"name":"Environmental Sociology","url":"https://www.academia.edu/Documents/in/Environmental_Sociology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="193" rel="nofollow" href="https://www.academia.edu/Documents/in/Economic_Sociology">Economic Sociology</a>, <script data-card-contents-for-ri="193" type="text/json">{"id":193,"name":"Economic Sociology","url":"https://www.academia.edu/Documents/in/Economic_Sociology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="199" rel="nofollow" href="https://www.academia.edu/Documents/in/Media_Sociology">Media Sociology</a><script data-card-contents-for-ri="199" type="text/json">{"id":199,"name":"Media Sociology","url":"https://www.academia.edu/Documents/in/Media_Sociology?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=2333623]'), work: {"id":2333623,"title":"Individualism or the Group?","created_at":"2012-12-27T15:21:46.325-08:00","url":"https://www.academia.edu/2333623/Individualism_or_the_Group?f_ri=223","dom_id":"work_2333623","summary":"... a typical naive set of assumptions about \"group oriented\" cultures it that the participants within them are basically altruistic, self-effacing, self-sacrificing and sociable. A society of such individuals should exhibit the very best of human civilization working in equitable, democratic communities. By contrast, those from individualistic cultures should be cold, grasping, selfish, egotistical and almost incapable of the cooperation demanded by a civil society. Indeed, a society of individualists, by this stereotype would be a dog eat dog affair, dedicated to conflict, riven with disloyalty and betrayal, forever failing to build a stable and humanistic community.","downloadable_attachments":[{"id":30376894,"asset_id":2333623,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1690521,"first_name":"Thorold (Thor)","last_name":"May","domain_name":"independent","page_name":"ThoroldThorMay","display_name":"Thorold (Thor) May","profile_url":"https://independent.academia.edu/ThoroldThorMay?f_ri=223","photo":"https://gravatar.com/avatar/4907822631c59c912162483f3377a2ae?s=65"}],"research_interests":[{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=223","nofollow":true},{"id":190,"name":"Environmental Sociology","url":"https://www.academia.edu/Documents/in/Environmental_Sociology?f_ri=223","nofollow":true},{"id":193,"name":"Economic 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u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study examines the impact of busy season on auditors through ego depletion theory. Ego depletion theory posits that using self-control depletes a cognitive resource and decreases the ability to exercise self-control on subsequent... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_18668099" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study examines the impact of busy season on auditors through ego depletion theory. Ego depletion theory posits that using self-control depletes a cognitive resource and decreases the ability to exercise self-control on subsequent tasks, which can decrease judgment and decision-making (JDM) quality. Using a within-subjects quasi-experiment, I compare self-control resources at the onset of days within and outside of busy season to determine whether auditors experience a between-day accumulation of depletion. I predict and find that auditors experience an accumulation of ego depletion, and therefore begin workdays within busy season in a depleted state. Starting a workday in a depleted state can exacerbate within-day depletion, as studied in prior research. This research contributes a theoretical mechanism linking busy season to auditors’ JDM quality and expands ego depletion theory by predicting and finding initial evidence of an accumulation effect, a more severe form of depletion than studied in prior literature.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/18668099" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2265046" href="https://neu.academia.edu/PatrickHurley">Patrick J Hurley</a><script data-card-contents-for-user="2265046" type="text/json">{"id":2265046,"first_name":"Patrick","last_name":"Hurley","domain_name":"neu","page_name":"PatrickHurley","display_name":"Patrick J Hurley","profile_url":"https://neu.academia.edu/PatrickHurley?f_ri=223","photo":"https://0.academia-photos.com/2265046/721252/122906766/s65_patrick.hurley.jpeg"}</script></span></span></li><li class="js-paper-rank-work_18668099 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="18668099"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 18668099, container: ".js-paper-rank-work_18668099", }); 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Ego depletion theory posits that using self-control depletes a cognitive resource and decreases the ability to exercise self-control on subsequent tasks, which can decrease judgment and decision-making (JDM) quality. Using a within-subjects quasi-experiment, I compare self-control resources at the onset of days within and outside of busy season to determine whether auditors experience a between-day accumulation of depletion. I predict and find that auditors experience an accumulation of ego depletion, and therefore begin workdays within busy season in a depleted state. Starting a workday in a depleted state can exacerbate within-day depletion, as studied in prior research. This research contributes a theoretical mechanism linking busy season to auditors’ JDM quality and expands ego depletion theory by predicting and finding initial evidence of an accumulation effect, a more severe form of depletion than studied in prior literature.","downloadable_attachments":[],"ordered_authors":[{"id":2265046,"first_name":"Patrick","last_name":"Hurley","domain_name":"neu","page_name":"PatrickHurley","display_name":"Patrick J Hurley","profile_url":"https://neu.academia.edu/PatrickHurley?f_ri=223","photo":"https://0.academia-photos.com/2265046/721252/122906766/s65_patrick.hurley.jpeg"}],"research_interests":[{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":248,"name":"Social Psychology","url":"https://www.academia.edu/Documents/in/Social_Psychology?f_ri=223","nofollow":true},{"id":3490,"name":"Accounting","url":"https://www.academia.edu/Documents/in/Accounting?f_ri=223","nofollow":true},{"id":9305,"name":"Auditing","url":"https://www.academia.edu/Documents/in/Auditing?f_ri=223","nofollow":true},{"id":72175,"name":"Applied Social Psychology","url":"https://www.academia.edu/Documents/in/Applied_Social_Psychology?f_ri=223"},{"id":283423,"name":"Ego depletion","url":"https://www.academia.edu/Documents/in/Ego_depletion?f_ri=223"},{"id":324980,"name":"Ego-Depletion","url":"https://www.academia.edu/Documents/in/Ego-Depletion?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41051742" data-work_id="41051742" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41051742/Executive_Functions_and_Intelligent_Goal_directed_Behavior_A_Neuropsychological_Approach_to_Understanding_Success_Using_Professional_Sales_as_a_Real_life_Measure">Executive Functions and Intelligent Goal-directed Behavior: A Neuropsychological Approach to Understanding Success Using Professional Sales as a Real-life Measure</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Executive functions are proposed to underpin intelligent goal-directed behavior. Such skills, linked through multiple neuropsychological studies to functioning of the frontal lobes, are theorized to predict achievement in non-routine... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_41051742" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Executive functions are proposed to underpin intelligent goal-directed behavior.  Such skills, linked through multiple neuropsychological studies to functioning of the frontal lobes, are theorized to predict achievement in non-routine activities.  Furthermore, patients with frontal lobe damage often display disorganized behavior and real-life failures such as employment instability and bankruptcy despite normal or superior intelligence.  These observations suggest that executive ability should predict real-life successes within challenging, non-routine environments, and that it is perhaps more important than intelligence.  We used the context of professional sales as a test of these hypotheses.  Ninety new-car sales personnel completed an intelligence test and five assessments previously identified as sensitive to neuropsychological impairment independently of impairments of general intelligence.  The results revealed some sex differences, e.g., saleswomen performing significantly worse than salesmen on general intelligence but significantly better on multi-tasking.  As hypothesized, general intelligence did not predict objective sales, nor did skills in abstraction, multi-tasking, or theory of mind.  However, two tests of inhibition were significant predictors of sales achieved.  This was dependent on the sex of the personnel.  Sales were predicted by verbal response suppression for men and by motor response withholding for women.  The results validate the role of executive functions in real-life achievement in challenging, non-routine, environments.  In particular, they suggest that response inhibition may be a cognitive skill that particularly contributes to real-life success, at least in the context of sales, and this depends on biological sex.  Finally, some executive functions may be better predictors of real-life success than general intelligence.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41051742" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a87be36c0284c62e21990020e8df53cf" rel="nofollow" data-download="{"attachment_id":65168704,"asset_id":41051742,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65168704/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1532950" href="https://chula.academia.edu/GrahamPluck">Graham Pluck</a><script data-card-contents-for-user="1532950" type="text/json">{"id":1532950,"first_name":"Graham","last_name":"Pluck","domain_name":"chula","page_name":"GrahamPluck","display_name":"Graham Pluck","profile_url":"https://chula.academia.edu/GrahamPluck?f_ri=223","photo":"https://0.academia-photos.com/1532950/542424/150677826/s65_graham.pluck.jpg"}</script></span></span></li><li class="js-paper-rank-work_41051742 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41051742"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41051742, container: ".js-paper-rank-work_41051742", }); 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Such skills, linked through multiple neuropsychological studies to functioning of the frontal lobes, are theorized to predict achievement in non-routine activities. Furthermore, patients with frontal lobe damage often display disorganized behavior and real-life failures such as employment instability and bankruptcy despite normal or superior intelligence. These observations suggest that executive ability should predict real-life successes within challenging, non-routine environments, and that it is perhaps more important than intelligence. We used the context of professional sales as a test of these hypotheses. Ninety new-car sales personnel completed an intelligence test and five assessments previously identified as sensitive to neuropsychological impairment independently of impairments of general intelligence. The results revealed some sex differences, e.g., saleswomen performing significantly worse than salesmen on general intelligence but significantly better on multi-tasking. As hypothesized, general intelligence did not predict objective sales, nor did skills in abstraction, multi-tasking, or theory of mind. However, two tests of inhibition were significant predictors of sales achieved. This was dependent on the sex of the personnel. Sales were predicted by verbal response suppression for men and by motor response withholding for women. The results validate the role of executive functions in real-life achievement in challenging, non-routine, environments. In particular, they suggest that response inhibition may be a cognitive skill that particularly contributes to real-life success, at least in the context of sales, and this depends on biological sex. Finally, some executive functions may be better predictors of real-life success than general intelligence.","downloadable_attachments":[{"id":65168704,"asset_id":41051742,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1532950,"first_name":"Graham","last_name":"Pluck","domain_name":"chula","page_name":"GrahamPluck","display_name":"Graham Pluck","profile_url":"https://chula.academia.edu/GrahamPluck?f_ri=223","photo":"https://0.academia-photos.com/1532950/542424/150677826/s65_graham.pluck.jpg"}],"research_interests":[{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":240,"name":"Organizational Psychology","url":"https://www.academia.edu/Documents/in/Organizational_Psychology?f_ri=223","nofollow":true},{"id":251,"name":"Neuropsychology","url":"https://www.academia.edu/Documents/in/Neuropsychology?f_ri=223","nofollow":true},{"id":739,"name":"Neuroeconomics","url":"https://www.academia.edu/Documents/in/Neuroeconomics?f_ri=223","nofollow":true},{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=223"},{"id":7874,"name":"Educational Neuroscience","url":"https://www.academia.edu/Documents/in/Educational_Neuroscience?f_ri=223"},{"id":9727,"name":"Handedness","url":"https://www.academia.edu/Documents/in/Handedness?f_ri=223"},{"id":11632,"name":"Executive Functions (Cognitive Neuroscience)","url":"https://www.academia.edu/Documents/in/Executive_Functions_Cognitive_Neuroscience_?f_ri=223"},{"id":13367,"name":"Neuroeducation","url":"https://www.academia.edu/Documents/in/Neuroeducation?f_ri=223"},{"id":17580,"name":"Human Resources","url":"https://www.academia.edu/Documents/in/Human_Resources?f_ri=223"},{"id":33732,"name":"Executive Function","url":"https://www.academia.edu/Documents/in/Executive_Function?f_ri=223"},{"id":114903,"name":"Neuroeducación","url":"https://www.academia.edu/Documents/in/Neuroeducaci%C3%B3n?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_59345723" data-work_id="59345723" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/59345723/Reducing_job_insecurity_and_increasing_performance_ratings_Does_impression_management_matter">Reducing job insecurity and increasing performance ratings: Does impression management matter?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_59345723" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee's motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor's liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/59345723" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bb6dfd5b0685d9b33ea55ffdda5a5d24" rel="nofollow" data-download="{"attachment_id":73316433,"asset_id":59345723,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/73316433/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="51598652" href="https://independent.academia.edu/CynthiaLee22">Cynthia Lee</a><script data-card-contents-for-user="51598652" type="text/json">{"id":51598652,"first_name":"Cynthia","last_name":"Lee","domain_name":"independent","page_name":"CynthiaLee22","display_name":"Cynthia Lee","profile_url":"https://independent.academia.edu/CynthiaLee22?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_59345723 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="59345723"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 59345723, container: ".js-paper-rank-work_59345723", }); 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$(".js-view-count[data-work-id=59345723]").text(description); $(".js-view-count-work_59345723").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_59345723").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="59345723"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2190" rel="nofollow" href="https://www.academia.edu/Documents/in/Chinese_Studies">Chinese Studies</a><script data-card-contents-for-ri="2190" type="text/json">{"id":2190,"name":"Chinese Studies","url":"https://www.academia.edu/Documents/in/Chinese_Studies?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=59345723]'), work: {"id":59345723,"title":"Reducing job insecurity and increasing performance ratings: Does impression management matter?","created_at":"2021-10-21T10:56:40.858-07:00","url":"https://www.academia.edu/59345723/Reducing_job_insecurity_and_increasing_performance_ratings_Does_impression_management_matter?f_ri=223","dom_id":"work_59345723","summary":"Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee's motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor's liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking.","downloadable_attachments":[{"id":73316433,"asset_id":59345723,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51598652,"first_name":"Cynthia","last_name":"Lee","domain_name":"independent","page_name":"CynthiaLee22","display_name":"Cynthia Lee","profile_url":"https://independent.academia.edu/CynthiaLee22?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2190,"name":"Chinese Studies","url":"https://www.academia.edu/Documents/in/Chinese_Studies?f_ri=223","nofollow":true},{"id":2839,"name":"Sinology","url":"https://www.academia.edu/Documents/in/Sinology?f_ri=223"},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223"},{"id":12108,"name":"China","url":"https://www.academia.edu/Documents/in/China?f_ri=223"},{"id":29266,"name":"Construction Industry","url":"https://www.academia.edu/Documents/in/Construction_Industry?f_ri=223"},{"id":46406,"name":"Motivation","url":"https://www.academia.edu/Documents/in/Motivation?f_ri=223"},{"id":53331,"name":"Social behavior","url":"https://www.academia.edu/Documents/in/Social_behavior?f_ri=223"},{"id":56122,"name":"Workplace","url":"https://www.academia.edu/Documents/in/Workplace?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":163028,"name":"Personnel Management","url":"https://www.academia.edu/Documents/in/Personnel_Management?f_ri=223"},{"id":172809,"name":"Interpersonal Relations","url":"https://www.academia.edu/Documents/in/Interpersonal_Relations?f_ri=223"},{"id":628583,"name":"Social Behavior","url":"https://www.academia.edu/Documents/in/Social_Behavior-1?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_57862052" data-work_id="57862052" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/57862052/Mental_efficacy_and_physical_efficacy_at_the_team_level_Inputs_and_outcomes_among_newly_formed_action_teams">Mental efficacy and physical efficacy at the team level: Inputs and outcomes among newly formed action teams</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The authors demarcated mental efficacy and physical efficacy at the team level, and they explored these 2 factors as outcomes of 4 potential inputs and as predictors of 3 outcomes among 110 newly formed action teams in a military setting.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_57862052" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The authors demarcated mental efficacy and physical efficacy at the team level, and they explored these 2 factors as outcomes of 4 potential inputs and as predictors of 3 outcomes among 110 newly formed action teams in a military setting. Both types of team efficacy benefited from greater team size and an initial experience of enactive mastery, but they were not influenced by teams' female representation or knowledge pool. In terms of predictive contributions, both mental and physical efficacy facilitated internal social cohesion, yet only mental efficacy promoted problem solving and observed teamwork effectiveness.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/57862052" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8d8497db69b385870f5c8ad236424d68" rel="nofollow" data-download="{"attachment_id":72555061,"asset_id":57862052,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/72555061/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="59743357" href="https://independent.academia.edu/RobertHirschfeld">Robert Hirschfeld</a><script data-card-contents-for-user="59743357" type="text/json">{"id":59743357,"first_name":"Robert","last_name":"Hirschfeld","domain_name":"independent","page_name":"RobertHirschfeld","display_name":"Robert Hirschfeld","profile_url":"https://independent.academia.edu/RobertHirschfeld?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_57862052 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="57862052"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 57862052, container: ".js-paper-rank-work_57862052", }); 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Both types of team efficacy benefited from greater team size and an initial experience of enactive mastery, but they were not influenced by teams' female representation or knowledge pool. 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Leader proactivity, trust, and business-unit performance</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30623578" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f861fb1bffd907cd63ef371042ed7082" rel="nofollow" data-download="{"attachment_id":51071979,"asset_id":30623578,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a><script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30623578]'), work: {"id":30623578,"title":"Making things happen through challenging goals: Leader proactivity, trust, and business-unit 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})();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2423255 coauthored" data-work_id="2423255" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2423255/The_Validity_of_Psychophysiological_Detection_of_Information_With_the_Guilty_Knowledge_Test_A_Meta_Analytic_Review">The Validity of Psychophysiological Detection of Information With the Guilty Knowledge Test: A Meta-Analytic Review</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Meta analysis of GKT studies 2 Abstract The authors performed meta analysis based on 169 conditions, gathered from 80 laboratory studies, to estimate the validity of the Guilty Knowledge Test (GKT) with the electrodermal measure. The... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2423255" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Meta analysis of GKT studies 2 Abstract The authors performed meta analysis based on 169 conditions, gathered from 80 laboratory studies, to estimate the validity of the Guilty Knowledge Test (GKT) with the electrodermal measure. The overall average effect size was 1.55, but there were considerable variations among studies. In particular, mock-crime studies produced the highest average effect size (2.09). Three additional moderators were identified: Motivational instructions, deceptive ("no") verbal responses, and the use of at least 5 questions were associated with enhanced validity. Finally, a set of 10 studies that best approximated applications of the GKT under optimal conditions produced an average effect size of 3.12. The authors discuss factors that might limit the generalizability of these results and recommend further research of the GKT in realistic setups.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2423255" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c3afb5fb17886c7f71dca2699d190b84" rel="nofollow" data-download="{"attachment_id":50630869,"asset_id":2423255,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50630869/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="304732" href="https://ariel.academia.edu/EitanElaad">Eitan Elaad</a><script data-card-contents-for-user="304732" type="text/json">{"id":304732,"first_name":"Eitan","last_name":"Elaad","domain_name":"ariel","page_name":"EitanElaad","display_name":"Eitan Elaad","profile_url":"https://ariel.academia.edu/EitanElaad?f_ri=223","photo":"https://0.academia-photos.com/304732/3461151/4067675/s65_eitan.elaad.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-2423255">+1</span><div class="hidden js-additional-users-2423255"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://huji.academia.edu/GershonBenshakhar">Gershon Ben-shakhar</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-2423255'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-2423255').html(); 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The overall average effect size was 1.55, but there were considerable variations among studies. In particular, mock-crime studies produced the highest average effect size (2.09). Three additional moderators were identified: Motivational instructions, deceptive (\"no\") verbal responses, and the use of at least 5 questions were associated with enhanced validity. Finally, a set of 10 studies that best approximated applications of the GKT under optimal conditions produced an average effect size of 3.12. The authors discuss factors that might limit the generalizability of these results and recommend further research of the GKT in realistic setups.","downloadable_attachments":[{"id":50630869,"asset_id":2423255,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":304732,"first_name":"Eitan","last_name":"Elaad","domain_name":"ariel","page_name":"EitanElaad","display_name":"Eitan Elaad","profile_url":"https://ariel.academia.edu/EitanElaad?f_ri=223","photo":"https://0.academia-photos.com/304732/3461151/4067675/s65_eitan.elaad.jpg"},{"id":33803136,"first_name":"Gershon","last_name":"Ben-shakhar","domain_name":"huji","page_name":"GershonBenshakhar","display_name":"Gershon Ben-shakhar","profile_url":"https://huji.academia.edu/GershonBenshakhar?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2599,"name":"Psychometrics","url":"https://www.academia.edu/Documents/in/Psychometrics?f_ri=223","nofollow":true},{"id":44096,"name":"Knowledge","url":"https://www.academia.edu/Documents/in/Knowledge?f_ri=223"},{"id":46406,"name":"Motivation","url":"https://www.academia.edu/Documents/in/Motivation?f_ri=223"},{"id":67360,"name":"Crime","url":"https://www.academia.edu/Documents/in/Crime?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":82845,"name":"Effect size","url":"https://www.academia.edu/Documents/in/Effect_size?f_ri=223"},{"id":88878,"name":"Questionnaire","url":"https://www.academia.edu/Documents/in/Questionnaire?f_ri=223"},{"id":162553,"name":"Skin","url":"https://www.academia.edu/Documents/in/Skin?f_ri=223"},{"id":189013,"name":"Lie detection","url":"https://www.academia.edu/Documents/in/Lie_detection?f_ri=223"},{"id":193798,"name":"Metaanalysis","url":"https://www.academia.edu/Documents/in/Metaanalysis?f_ri=223"},{"id":208924,"name":"Guilt","url":"https://www.academia.edu/Documents/in/Guilt?f_ri=223"},{"id":218206,"name":"Meta Analysis","url":"https://www.academia.edu/Documents/in/Meta_Analysis?f_ri=223"},{"id":549280,"name":"Reproducibility of Results","url":"https://www.academia.edu/Documents/in/Reproducibility_of_Results?f_ri=223"},{"id":1180667,"name":"Optimality Condition","url":"https://www.academia.edu/Documents/in/Optimality_Condition?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_314500" data-work_id="314500" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/314500/Decomposition_Can_Harm_the_Accuracy_of_Behavioural_Frequency_Reports">Decomposition Can Harm the Accuracy of Behavioural Frequency Reports</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In survey research, the use of decomposition can lead to pronounced reporting errors as seen by overreporting and overall reporting error. A total of 87 subjects answered either decomposed or undecomposed questions concerning telephone... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_314500" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In survey research, the use of decomposition can lead to pronounced reporting errors as seen by overreporting and overall reporting error. A total of 87 subjects answered either decomposed or undecomposed questions concerning telephone calls made by them while at work. The questionnaire conditions varied the length of the reference period (1 week or 6 months), and the type of call (local or long-distance). Decomposition conditions introduced either spatial or temporal cues. In all comparisons, decomposed questions increased over-reporting bias relative to undecomposed questions. In addition, undecomposed questions with a 1-week reference period led to increased overreporting bias in comparison to undecomposed/6-month questions. Results are consistent with a category split estimation model in which smaller categories are predicted to lead to overreporting, and larger categories to under-reporting. Decomposition is not recommended for gaining retrospective reports of non-distinctive, frequent events.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/314500" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e6302b7fa398e4eecbaa94d199fd449f" rel="nofollow" data-download="{"attachment_id":3245924,"asset_id":314500,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/3245924/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2047" href="https://lafayette.academia.edu/JenniferTalarico">Jennifer Talarico</a><script data-card-contents-for-user="2047" type="text/json">{"id":2047,"first_name":"Jennifer","last_name":"Talarico","domain_name":"lafayette","page_name":"JenniferTalarico","display_name":"Jennifer Talarico","profile_url":"https://lafayette.academia.edu/JenniferTalarico?f_ri=223","photo":"https://0.academia-photos.com/2047/971/5264917/s65_jennifer.talarico.jpg"}</script></span></span></li><li class="js-paper-rank-work_314500 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="314500"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 314500, container: ".js-paper-rank-work_314500", }); });</script></li><li class="js-percentile-work_314500 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 314500; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_314500"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_314500 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="314500"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 314500; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=314500]").text(description); $(".js-view-count-work_314500").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_314500").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="314500"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a><script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=314500]'), work: {"id":314500,"title":"Decomposition Can Harm the Accuracy of Behavioural Frequency Reports","created_at":"2010-09-01T01:10:58.504-07:00","url":"https://www.academia.edu/314500/Decomposition_Can_Harm_the_Accuracy_of_Behavioural_Frequency_Reports?f_ri=223","dom_id":"work_314500","summary":"In survey research, the use of decomposition can lead to pronounced reporting errors as seen by overreporting and overall reporting error. A total of 87 subjects answered either decomposed or undecomposed questions concerning telephone calls made by them while at work. The questionnaire conditions varied the length of the reference period (1 week or 6 months), and the type of call (local or long-distance). Decomposition conditions introduced either spatial or temporal cues. In all comparisons, decomposed questions increased over-reporting bias relative to undecomposed questions. In addition, undecomposed questions with a 1-week reference period led to increased overreporting bias in comparison to undecomposed/6-month questions. Results are consistent with a category split estimation model in which smaller categories are predicted to lead to overreporting, and larger categories to under-reporting. Decomposition is not recommended for gaining retrospective reports of non-distinctive, frequent events.","downloadable_attachments":[{"id":3245924,"asset_id":314500,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2047,"first_name":"Jennifer","last_name":"Talarico","domain_name":"lafayette","page_name":"JenniferTalarico","display_name":"Jennifer Talarico","profile_url":"https://lafayette.academia.edu/JenniferTalarico?f_ri=223","photo":"https://0.academia-photos.com/2047/971/5264917/s65_jennifer.talarico.jpg"}],"research_interests":[{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_51611314" data-work_id="51611314" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/51611314/Personality_and_job_satisfaction_The_mediating_role_of_job_characteristics">Personality and job satisfaction: The mediating role of job characteristics</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study tested a model of the relationship between core self-evaluations, intrinsic job characteristics, and job satisfaction. Core self-evaluations was assumed to be a broad personality concept manifested in 4 specific traits:... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_51611314" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study tested a model of the relationship between core self-evaluations, intrinsic job characteristics, and job satisfaction. Core self-evaluations was assumed to be a broad personality concept manifested in 4 specific traits: self-esteem, generalized self-efficacy, locus of control, and low neuroticism. The model hypothesized that both subjective (perceived) job characteristics and job complexity mediate the relationship between core self-evaluations and job satisfaction. Two studies were conducted to test the model. Results from Study 1 supported the hypothesized model but also suggested that alternative models fit the data well. Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood. Furthermore, in Study 2 job complexity mediated part of the relationship between both assessments of core self-evaluations and job satisfaction.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/51611314" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f273bec067659ac56926e3e838d076f5" rel="nofollow" data-download="{"attachment_id":69260217,"asset_id":51611314,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/69260217/download_file?st=MTczOTc5MzA1NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="186010020" href="https://independent.academia.edu/EdwinLocke1">Edwin Locke</a><script data-card-contents-for-user="186010020" type="text/json">{"id":186010020,"first_name":"Edwin","last_name":"Locke","domain_name":"independent","page_name":"EdwinLocke1","display_name":"Edwin Locke","profile_url":"https://independent.academia.edu/EdwinLocke1?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_51611314 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="51611314"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 51611314, container: ".js-paper-rank-work_51611314", }); });</script></li><li class="js-percentile-work_51611314 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 51611314; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_51611314"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_51611314 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="51611314"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 51611314; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=51611314]").text(description); $(".js-view-count-work_51611314").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_51611314").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="51611314"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2672" rel="nofollow" href="https://www.academia.edu/Documents/in/Personality">Personality</a><script data-card-contents-for-ri="2672" type="text/json">{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=51611314]'), work: {"id":51611314,"title":"Personality and job satisfaction: The mediating role of job characteristics","created_at":"2021-09-09T07:26:19.847-07:00","url":"https://www.academia.edu/51611314/Personality_and_job_satisfaction_The_mediating_role_of_job_characteristics?f_ri=223","dom_id":"work_51611314","summary":"This study tested a model of the relationship between core self-evaluations, intrinsic job characteristics, and job satisfaction. Core self-evaluations was assumed to be a broad personality concept manifested in 4 specific traits: self-esteem, generalized self-efficacy, locus of control, and low neuroticism. The model hypothesized that both subjective (perceived) job characteristics and job complexity mediate the relationship between core self-evaluations and job satisfaction. Two studies were conducted to test the model. Results from Study 1 supported the hypothesized model but also suggested that alternative models fit the data well. Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood. Furthermore, in Study 2 job complexity mediated part of the relationship between both assessments of core self-evaluations and job satisfaction.","downloadable_attachments":[{"id":69260217,"asset_id":51611314,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":186010020,"first_name":"Edwin","last_name":"Locke","domain_name":"independent","page_name":"EdwinLocke1","display_name":"Edwin Locke","profile_url":"https://independent.academia.edu/EdwinLocke1?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=223","nofollow":true},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223"},{"id":22506,"name":"Adolescent","url":"https://www.academia.edu/Documents/in/Adolescent?f_ri=223"},{"id":50113,"name":"California","url":"https://www.academia.edu/Documents/in/California?f_ri=223"},{"id":50581,"name":"Self Efficacy","url":"https://www.academia.edu/Documents/in/Self_Efficacy?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":75072,"name":"Neuroticism","url":"https://www.academia.edu/Documents/in/Neuroticism?f_ri=223"},{"id":86018,"name":"Locus of Control","url":"https://www.academia.edu/Documents/in/Locus_of_Control?f_ri=223"},{"id":95411,"name":"Personality Development","url":"https://www.academia.edu/Documents/in/Personality_Development?f_ri=223"},{"id":330953,"name":"Longitudinal Studies","url":"https://www.academia.edu/Documents/in/Longitudinal_Studies?f_ri=223"},{"id":413194,"name":"Analysis of Variance","url":"https://www.academia.edu/Documents/in/Analysis_of_Variance?f_ri=223"},{"id":3505420,"name":"Model fitting","url":"https://www.academia.edu/Documents/in/Model_fitting?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_23177627" data-work_id="23177627" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/23177627/Measuring_person_job_fit_with_a_profile_comparison_process">Measuring person^job fit with a profile-comparison process</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">One outgrowth of the person-situation debate has been the use of fit or congruence models to explain work outcomes. In this study, the profile-comparison process, a Q-sort-based technique that provides an isomorphic assessment of job... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_23177627" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">One outgrowth of the person-situation debate has been the use of fit or congruence models to explain work outcomes. In this study, the profile-comparison process, a Q-sort-based technique that provides an isomorphic assessment of job requirements and individual competencies, was used to assess person-job fit in 7 small samples representing a variety of jobs and organizations. The results show that overall person-job fit is strongly related to a number of outcomes, including job performance and satisfaction. Implications for the assessment of persons and jobs are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/23177627" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="73fbd42f309e5f6a063bec5c0e46027b" rel="nofollow" data-download="{"attachment_id":43663479,"asset_id":23177627,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43663479/download_file?st=MTczOTc5MzA1NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="44973938" href="https://independent.academia.edu/OReillyCharles">Charles O'Reilly</a><script data-card-contents-for-user="44973938" type="text/json">{"id":44973938,"first_name":"Charles","last_name":"O'Reilly","domain_name":"independent","page_name":"OReillyCharles","display_name":"Charles O'Reilly","profile_url":"https://independent.academia.edu/OReillyCharles?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_23177627 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="23177627"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 23177627, container: ".js-paper-rank-work_23177627", }); });</script></li><li class="js-percentile-work_23177627 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 23177627; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_23177627"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_23177627 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="23177627"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 23177627; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=23177627]").text(description); $(".js-view-count-work_23177627").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_23177627").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="23177627"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=23177627]'), work: {"id":23177627,"title":"Measuring person^job fit with a profile-comparison process","created_at":"2016-03-12T12:03:11.977-08:00","url":"https://www.academia.edu/23177627/Measuring_person_job_fit_with_a_profile_comparison_process?f_ri=223","dom_id":"work_23177627","summary":"One outgrowth of the person-situation debate has been the use of fit or congruence models to explain work outcomes. In this study, the profile-comparison process, a Q-sort-based technique that provides an isomorphic assessment of job requirements and individual competencies, was used to assess person-job fit in 7 small samples representing a variety of jobs and organizations. The results show that overall person-job fit is strongly related to a number of outcomes, including job performance and satisfaction. Implications for the assessment of persons and jobs are discussed.","downloadable_attachments":[{"id":43663479,"asset_id":23177627,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":44973938,"first_name":"Charles","last_name":"O'Reilly","domain_name":"independent","page_name":"OReillyCharles","display_name":"Charles O'Reilly","profile_url":"https://independent.academia.edu/OReillyCharles?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223","nofollow":true},{"id":331975,"name":"Job Performance","url":"https://www.academia.edu/Documents/in/Job_Performance?f_ri=223"},{"id":805001,"name":"Small samples","url":"https://www.academia.edu/Documents/in/Small_samples?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_70810850" data-work_id="70810850" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/70810850/What_motivates_drivers_to_disobey_traffic_regulations_and_how_can_we_change_this_behaviour">What motivates drivers to disobey traffic regulations and how can we change this behaviour</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">As a supporting crash data research of National Road Safety Action Plan in China, with a project objective to build up a systematic mountain road safety enhancement technology, this study analyses severe traffic crashes from 2006 to 2010... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_70810850" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">As a supporting crash data research of National Road Safety Action Plan in China, with a project objective to build up a systematic mountain road safety enhancement technology, this study analyses severe traffic crashes from 2006 to 2010 occurred on an inter-regional mountain arterial road network in south China. In order to digest these crash data collected from local traffic police stations, the authors conduct the in-depth crash analysis from the aspect of human, vehicle, road, and management. By developing the definition sets for crash deterministic causing factors judging system, the deterministic causes of severe accidents on mountain roads in China are deeply investigated. Results of our analysis indicate that human factor does weigh the most in the occurrence of the severe crashes; main crash types on mountain roads are running-off road, headon collision, overturned; Almost 76% severe crashes occurred on slope/curve combination sites; and freight car shall be given more atte...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/70810850" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="738ac3ad07cbb55ce7f052ae4f9c22bf" rel="nofollow" data-download="{"attachment_id":80402994,"asset_id":70810850,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/80402994/download_file?st=MTczOTc5MzA1NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="39190627" href="https://independent.academia.edu/SonjaForward">Sonja Forward</a><script data-card-contents-for-user="39190627" type="text/json">{"id":39190627,"first_name":"Sonja","last_name":"Forward","domain_name":"independent","page_name":"SonjaForward","display_name":"Sonja Forward","profile_url":"https://independent.academia.edu/SonjaForward?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_70810850 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="70810850"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 70810850, container: ".js-paper-rank-work_70810850", }); });</script></li><li class="js-percentile-work_70810850 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 70810850; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_70810850"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_70810850 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="70810850"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 70810850; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=70810850]").text(description); $(".js-view-count-work_70810850").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_70810850").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="70810850"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a><script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=70810850]'), work: {"id":70810850,"title":"What motivates drivers to disobey traffic regulations and how can we change this behaviour","created_at":"2022-02-07T00:23:18.676-08:00","url":"https://www.academia.edu/70810850/What_motivates_drivers_to_disobey_traffic_regulations_and_how_can_we_change_this_behaviour?f_ri=223","dom_id":"work_70810850","summary":"As a supporting crash data research of National Road Safety Action Plan in China, with a project objective to build up a systematic mountain road safety enhancement technology, this study analyses severe traffic crashes from 2006 to 2010 occurred on an inter-regional mountain arterial road network in south China. In order to digest these crash data collected from local traffic police stations, the authors conduct the in-depth crash analysis from the aspect of human, vehicle, road, and management. By developing the definition sets for crash deterministic causing factors judging system, the deterministic causes of severe accidents on mountain roads in China are deeply investigated. Results of our analysis indicate that human factor does weigh the most in the occurrence of the severe crashes; main crash types on mountain roads are running-off road, headon collision, overturned; Almost 76% severe crashes occurred on slope/curve combination sites; and freight car shall be given more atte...","downloadable_attachments":[{"id":80402994,"asset_id":70810850,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":39190627,"first_name":"Sonja","last_name":"Forward","domain_name":"independent","page_name":"SonjaForward","display_name":"Sonja Forward","profile_url":"https://independent.academia.edu/SonjaForward?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_17491245" data-work_id="17491245" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/17491245/Effect_of_values_on_perception_and_decision_making_A_study_of_alternative_work_values_measures">Effect of values on perception and decision making: A study of alternative work values measures</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/17491245" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e8294d7e1f0debf996d221af0d586c0a" rel="nofollow" data-download="{"attachment_id":41929466,"asset_id":17491245,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/41929466/download_file?st=MTczOTc5MzA1NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="118040" href="https://sc.academia.edu/ElizabethRavlin">Elizabeth Ravlin</a><script data-card-contents-for-user="118040" type="text/json">{"id":118040,"first_name":"Elizabeth","last_name":"Ravlin","domain_name":"sc","page_name":"ElizabethRavlin","display_name":"Elizabeth Ravlin","profile_url":"https://sc.academia.edu/ElizabethRavlin?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_17491245 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="17491245"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 17491245, container: ".js-paper-rank-work_17491245", }); });</script></li><li class="js-percentile-work_17491245 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 17491245; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_17491245"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_17491245 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="17491245"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 17491245; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=17491245]").text(description); $(".js-view-count-work_17491245").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_17491245").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="17491245"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" rel="nofollow" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a><script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=17491245]'), work: {"id":17491245,"title":"Effect of values on perception and decision making: A study of alternative work values measures","created_at":"2015-10-29T18:22:22.308-07:00","url":"https://www.academia.edu/17491245/Effect_of_values_on_perception_and_decision_making_A_study_of_alternative_work_values_measures?f_ri=223","dom_id":"work_17491245","summary":null,"downloadable_attachments":[{"id":41929466,"asset_id":17491245,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":118040,"first_name":"Elizabeth","last_name":"Ravlin","domain_name":"sc","page_name":"ElizabethRavlin","display_name":"Elizabeth Ravlin","profile_url":"https://sc.academia.edu/ElizabethRavlin?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=223","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":1851775,"name":"Perceptual organization","url":"https://www.academia.edu/Documents/in/Perceptual_organization?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_81176724" data-work_id="81176724" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/81176724/Validation_of_the_revised_sport_motivation_scale_SMS_II_">Validation of the revised sport motivation scale (SMS-II)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Objectives: Although the Sport Motivation Scale (SMS), published in 1995, has demonstrated validity and reliability in multiple studies, the scale has received some criticisms leading to revisions herein described. The objective of the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_81176724" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Objectives: Although the Sport Motivation Scale (SMS), published in 1995, has demonstrated validity and reliability in multiple studies, the scale has received some criticisms leading to revisions herein described. The objective of the present studies was to examine the construct validity and reliability of a revised scale sport motivation scale (SMS-II). Design: Two studies were conducted using distinct samples of athletes. Study 1 examined adult athletes participating in a variety of sports and Study 2 examined youth basketball players and swimmers. Method: In Study 1 the SMS-II was introduced and featured various item content changes, a reduced number of items per subscale, the addition of an integrated regulation subscale, and the introduction of a single intrinsic motivation subscale to replace the three intrinsic motivation subscales in the SMS. Relations of SMS-II subscales with each other and with expected outcomes supported the new scale's validity. In Study 2, the structure of the SMS-II and its relations with outcomes were further examined. Results: Results of factor analyses, tests for internal consistency, and correlations among the different subscales and between the subscales and several outcomes of interest, supported the validity of the SMS-II. Conclusions: Discussion focuses on the need for measurement improvement, and potential future directions for SMS-II research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/81176724" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d081762468d528ee5197d304e9a1e0c2" rel="nofollow" data-download="{"attachment_id":87312836,"asset_id":81176724,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/87312836/download_file?st=MTczOTc5MzA1NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="36355517" href="https://independent.academia.edu/EdwardDeci">Edward Deci</a><script data-card-contents-for-user="36355517" type="text/json">{"id":36355517,"first_name":"Edward","last_name":"Deci","domain_name":"independent","page_name":"EdwardDeci","display_name":"Edward Deci","profile_url":"https://independent.academia.edu/EdwardDeci?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_81176724 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="81176724"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 81176724, container: ".js-paper-rank-work_81176724", }); });</script></li><li class="js-percentile-work_81176724 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 81176724; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_81176724"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_81176724 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="81176724"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 81176724; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=81176724]").text(description); $(".js-view-count-work_81176724").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_81176724").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="81176724"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="922" rel="nofollow" href="https://www.academia.edu/Documents/in/Education">Education</a>, <script data-card-contents-for-ri="922" type="text/json">{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="15188" rel="nofollow" href="https://www.academia.edu/Documents/in/Sport_And_Exercise_Psychology">Sport And Exercise Psychology</a><script data-card-contents-for-ri="15188" type="text/json">{"id":15188,"name":"Sport And Exercise Psychology","url":"https://www.academia.edu/Documents/in/Sport_And_Exercise_Psychology?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=81176724]'), work: {"id":81176724,"title":"Validation of the revised sport motivation scale (SMS-II)","created_at":"2022-06-10T09:04:39.065-07:00","url":"https://www.academia.edu/81176724/Validation_of_the_revised_sport_motivation_scale_SMS_II_?f_ri=223","dom_id":"work_81176724","summary":"Objectives: Although the Sport Motivation Scale (SMS), published in 1995, has demonstrated validity and reliability in multiple studies, the scale has received some criticisms leading to revisions herein described. The objective of the present studies was to examine the construct validity and reliability of a revised scale sport motivation scale (SMS-II). Design: Two studies were conducted using distinct samples of athletes. Study 1 examined adult athletes participating in a variety of sports and Study 2 examined youth basketball players and swimmers. Method: In Study 1 the SMS-II was introduced and featured various item content changes, a reduced number of items per subscale, the addition of an integrated regulation subscale, and the introduction of a single intrinsic motivation subscale to replace the three intrinsic motivation subscales in the SMS. Relations of SMS-II subscales with each other and with expected outcomes supported the new scale's validity. In Study 2, the structure of the SMS-II and its relations with outcomes were further examined. Results: Results of factor analyses, tests for internal consistency, and correlations among the different subscales and between the subscales and several outcomes of interest, supported the validity of the SMS-II. Conclusions: Discussion focuses on the need for measurement improvement, and potential future directions for SMS-II research.","downloadable_attachments":[{"id":87312836,"asset_id":81176724,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":36355517,"first_name":"Edward","last_name":"Deci","domain_name":"independent","page_name":"EdwardDeci","display_name":"Edward Deci","profile_url":"https://independent.academia.edu/EdwardDeci?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education?f_ri=223","nofollow":true},{"id":15188,"name":"Sport And Exercise Psychology","url":"https://www.academia.edu/Documents/in/Sport_And_Exercise_Psychology?f_ri=223","nofollow":true},{"id":49905,"name":"Sport","url":"https://www.academia.edu/Documents/in/Sport?f_ri=223"},{"id":51613,"name":"Internalization","url":"https://www.academia.edu/Documents/in/Internalization?f_ri=223"},{"id":96446,"name":"Measurement","url":"https://www.academia.edu/Documents/in/Measurement?f_ri=223"},{"id":137917,"name":"Self Determination Theory","url":"https://www.academia.edu/Documents/in/Self_Determination_Theory?f_ri=223"},{"id":327850,"name":"Questionnaires","url":"https://www.academia.edu/Documents/in/Questionnaires?f_ri=223"},{"id":2922956,"name":"Psychology and Cognitive Sciences","url":"https://www.academia.edu/Documents/in/Psychology_and_Cognitive_Sciences?f_ri=223"},{"id":3763225,"name":"Medical and Health Sciences","url":"https://www.academia.edu/Documents/in/Medical_and_Health_Sciences?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2263790" data-work_id="2263790" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2263790/Organizational_commitment_job_satisfaction_and_turnover_among_psychiatric_technicians">Organizational commitment, job satisfaction, and turnover among psychiatric technicians</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose: The aim of this paper is to analyse the existing theoretical frameworks of organisational behaviour and job satisfaction while taking into account, in connection with working conditions, the social and economic changes that are... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2263790" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose: The aim of this paper is to analyse the existing theoretical frameworks of organisational behaviour and job satisfaction while taking into account, in connection with working conditions, the social and economic changes that are taking place in most of the western countries. The analysis and discussion suggest the need for new lines of research to determine whether the current practices carried out in human resources departments are well directed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2263790" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4bf1e58377d0f29b0c84fa360d2098dc" rel="nofollow" data-download="{"attachment_id":50693395,"asset_id":2263790,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50693395/download_file?st=MTczOTc5MzA1NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2861601" href="https://uel.academia.edu/AishathShirdha">Aishath Shirdha</a><script data-card-contents-for-user="2861601" type="text/json">{"id":2861601,"first_name":"Aishath","last_name":"Shirdha","domain_name":"uel","page_name":"AishathShirdha","display_name":"Aishath Shirdha","profile_url":"https://uel.academia.edu/AishathShirdha?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_2263790 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2263790"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2263790, container: ".js-paper-rank-work_2263790", }); });</script></li><li class="js-percentile-work_2263790 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 2263790; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_2263790"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_2263790 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="2263790"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 2263790; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=2263790]").text(description); $(".js-view-count-work_2263790").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_2263790").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="2263790"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="223" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8171" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Commitment">Organizational Commitment</a><script data-card-contents-for-ri="8171" type="text/json">{"id":8171,"name":"Organizational Commitment","url":"https://www.academia.edu/Documents/in/Organizational_Commitment?f_ri=223","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=2263790]'), work: {"id":2263790,"title":"Organizational commitment, job satisfaction, and turnover among psychiatric technicians","created_at":"2012-12-09T04:19:15.197-08:00","url":"https://www.academia.edu/2263790/Organizational_commitment_job_satisfaction_and_turnover_among_psychiatric_technicians?f_ri=223","dom_id":"work_2263790","summary":"Purpose: The aim of this paper is to analyse the existing theoretical frameworks of organisational behaviour and job satisfaction while taking into account, in connection with working conditions, the social and economic changes that are taking place in most of the western countries. The analysis and discussion suggest the need for new lines of research to determine whether the current practices carried out in human resources departments are well directed.","downloadable_attachments":[{"id":50693395,"asset_id":2263790,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2861601,"first_name":"Aishath","last_name":"Shirdha","domain_name":"uel","page_name":"AishathShirdha","display_name":"Aishath Shirdha","profile_url":"https://uel.academia.edu/AishathShirdha?f_ri=223","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=223","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=223","nofollow":true},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=223","nofollow":true},{"id":8171,"name":"Organizational Commitment","url":"https://www.academia.edu/Documents/in/Organizational_Commitment?f_ri=223","nofollow":true},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=223"},{"id":9569,"name":"Saudi Arabia","url":"https://www.academia.edu/Documents/in/Saudi_Arabia?f_ri=223"},{"id":63360,"name":"Discriminant Analysis","url":"https://www.academia.edu/Documents/in/Discriminant_Analysis?f_ri=223"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=223"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=223"},{"id":219474,"name":"Empirical Study","url":"https://www.academia.edu/Documents/in/Empirical_Study?f_ri=223"},{"id":414843,"name":"Longitudinal Study","url":"https://www.academia.edu/Documents/in/Longitudinal_Study?f_ri=223"},{"id":749302,"name":"Indexation","url":"https://www.academia.edu/Documents/in/Indexation?f_ri=223"},{"id":880127,"name":"Intangible Capital","url":"https://www.academia.edu/Documents/in/Intangible_Capital?f_ri=223"},{"id":1829824,"name":"Commerce Management","url":"https://www.academia.edu/Documents/in/Commerce_Management?f_ri=223"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_29041070" data-work_id="29041070" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/29041070/Ethnicity_Effects_in_Graduates_R%C3%A9sum%C3%A9_Content">Ethnicity Effects in Graduates' Résumé Content</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/29041070" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="053eee41c5cd0adcac57d61d240264d0" rel="nofollow" data-download="{"attachment_id":49494275,"asset_id":29041070,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49494275/download_file?st=MTczOTc5MzA1NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6559369" href="https://ugent.academia.edu/EvaDerous">Eva Derous</a><script data-card-contents-for-user="6559369" type="text/json">{"id":6559369,"first_name":"Eva","last_name":"Derous","domain_name":"ugent","page_name":"EvaDerous","display_name":"Eva Derous","profile_url":"https://ugent.academia.edu/EvaDerous?f_ri=223","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_29041070 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="29041070"><i class="u-m1x fa fa-bar-chart"></i><strong 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data-work-id="29041070"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 29041070; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=29041070]").text(description); $(".js-view-count-work_29041070").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_29041070").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="29041070"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" 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