As organizations face constant pressures to respond to changing situations and emergent demands, team members are frequently called upon to change their processes and routines and adapt to new ways of working together. In examining adaptation, most researchers have taken a behavior-driven approach where they collapse across the many types of adaptive demands teams face and rely on traditional input-process-outcome frameworks (e.g.
View Article and Find Full Text PDFThe biological activity of the 6+ Co containing Werner's Complex has been described and mechanistic considerations suggest that the highly anionic glycosaminoglycans (heparan sulfate, HS, GAGs) are implicated in this activity [Paiva et al. 2021]. To examine in detail the molecular basis of Werner's Complex biological properties we have examined a selection of simple mononuclear Co compounds for their interactions with HS and Fondaparinux (FPX).
View Article and Find Full Text PDFWe examine the effects of leader prevention focus on the leader's own behavior, in the form of the harmful overruling of good ideas by their follower team, and on the team's collective behaviors, processes, and performance. We argue that when leaders adopt a prevention mindset, it can have costly effects on team outcomes. We tested our hypotheses using an experimental design in which 84 five-person teams engaged in a networked simulation, and we manipulated leader prevention focus through selection and training.
View Article and Find Full Text PDFStudy Objectives: Examine the ability of a physiologically based mathematical model of human circadian rhythms to predict circadian phase, as measured by salivary dim light melatonin onset (DLMO), in children compared to other proxy measurements of circadian phase (bedtime, sleep midpoint, and wake time).
Methods: As part of an ongoing clinical trial, a sample of 29 elementary school children (mean age: 7.4 ± .
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View Article and Find Full Text PDFAlthough turnover intentions are considered the most proximal antecedent of organizational exit, there is often temporal separation between thinking about leaving and actual exit. Using field data from 2 diverse samples of working adults, we explore a causal model of the effects of turnover intentions on employee behavior while they remain with the organization, focusing specifically on organizational citizenship behaviors (OCBs) and deviance behaviors (DBs). Utilizing expectancy theory as an explanatory framework, we argue that turnover intentions result in high levels of transactional contract orientation and low levels of relational contract orientation, which in turn lead to a decrease in the incidence of OCBs and an increase in the incidence of DBs.
View Article and Find Full Text PDFThe purpose of this study was to use the categorization-elaboration model (CEM) to examine the asymmetrical effects of goal faultlines in groups, which are present when hypothetical dividing lines are created on the basis of different performance goals, splitting the group into subgroups. On the basis of the CEM, we expected groups with goal faultlines to exhibit higher levels of creative task performance than (a) groups with specific, difficult goals and (b) groups with do-your-best goals. We expected the benefits of goal faultlines to be due to increases in reflective reframing, which occurs when group members build on each other's ideas by shifting to alternate frames.
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