The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.

Despite reports of 100% LLIN coverage in St John's District, this study showed that only a quarter of households had an LLIN, over half of the children used LLINs inconsistently and the LLINs had several deficiencies. More surveys should be conducted to determine the true coverage of LLINs in Liberia, and measures must be taken to improve the use of LLINs.

This paper focuses on how regular invocation of a public idea helps sustain local work practices. Existing research acknowledges that there is a recursive relationship between the local practices and the public ideas, with local practices leading to the adaption of public ideas over time. There is little study of how the public idea sustains local practices over the longer termseeing translation of the broad ideology as an ongoing process. Through a case study and web-based analysis of Pivotal Labs, an agile software development company, we contribute to socio-material translation studies demonstrating the manifestation of the public idea in socio-material practices. We also introduce the concept of a collective cognitive bridge that supports the continued relevance of the public idea as a prop for these socio-material practices.

BackgroundWorksites are important locations for interventions to promote health. However, occupational programs with documented efficacy often are not used, and those being implemented have not been studied. The research in this report was funded through the American Reinvestment and Recovery Act Challenge Topic 'Pathways for Translational Research,' to define and prioritize determinants that enable and hinder translation of evidenced-based health interventions in well-defined settings.MethodsThe IGNITE (investigation to guide new insights for translational effectiveness) trial is a prospective cohort study of a worksite wellness and injury reduction program from adoption to final outcomes among 12 fire departments. It will employ a mixed methods strategy to define a translational model. We will assess decision to adopt, installation, use, and outcomes (reach, individual outcomes, and economic effects) using onsite measurements, surveys, focus groups, and key informant interviews. Quantitative data will be used to define the model and conduct mediation analysis of each translational phase. Qualitative data will expand on, challenge, and confirm survey findings and allow a more thorough understanding and convergent validity by overcoming biases in qualitative and quantitative methods used alone.DiscussionFindings will inform worksite wellness in fire departments. The resultant prioritized influences and model of effective translation can be validated and manipulated in these and other settings to more efficiently move science to service.

What happens when a public university decides to construct a cross-disciplinary, cross-functional initiative to explore the future, build capacity to be more “future ready” and resilient, and serve as a resource for the university and broader community to help them do the same? This article presents a case study of a “Futures Collaboratory” launched at a Pacific Northwest public, urban university in the 2019 to 2020 academic year. The three intersecting goals of the effort were to: explore and cultivate interest and capacity among interested individuals across campus; develop institution-wide “foresightfulness” as a collective; and end the year in a position to make thoughtful, creative, and well-reasoned recommendations about being more future-facing as a university. The dual pandemics of Covid-19 and white supremacy proved to deepen the commitment to learn and practice futures thinking. A primary goal was to ensure that the university would benefit from efforts to democratize foresight activities while taking practical steps to navigate our own systemic volatility, uncertainty, ambiguity, and complexity. This article discusses the effort, early work, disruptions, and risks during the Collaboratory’s first year, as well as the emergent reflections, opportunities, and recommendations prepared for university leadership. Special attention is paid to the consideration of equity and social justice in the future of higher education and the tools and resources needed by the sector to build liberatory futures.