Discussion of “The Modified Borehole Shear Device” by J. P. Demartinecourt and G. E. Bauer

Selig, ET; Lutenegger, Alan J.

doi:10.1520/gtj10847j

Cited by 37 publications

(44 citation statements)

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“…1 Finally, we explored the possibility that intergroup emotions and threat may mediate the joint effects of provocation, outgroup entitativity, and negative mood on aggression. Monte Carlo estimation (employed due to the nested structure of the data; Selig & Preacher, 2008) did not provide support for mediation, even when we considered only the provocation condition. 1 In alternative analyses, we unpacked the 3-way interaction based on the provocation manipulation.…”

Section: Aggressionmentioning

confidence: 93%

High outgroup entitativity can inhibit intergroup retribution

Newheiser

Dovidio

2014

British J Social Psychol

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Understanding the psychological processes that are involved in the perpetuation and escalation of intergroup conflict remains an important goal for intergroup relations research. In the present research, we examined perceived outgroup entitativity as a potential determinant of intergroup hostility. In intergroup conflict situations, high-entitative outgroups are perceived as particularly deserving of retribution; however, high-entitative outgroups are also perceived as efficacious and capable of retaliating successfully, suggesting that people may inhibit hostility against high-entitative (vs. low-entitative) outgroups that are in a position to retaliate. We tested this prediction in two studies. In Study 1, we manipulated intergroup provocation and outgroup entitativity, and found that higher negative mood predicted greater aggression against a low-entitative provoker outgroup, but failed to predict aggression against a high-entitative provoker outgroup that was plausibly in a position to retaliate. In Study 2, we held provocation constant while manipulating outgroup entitativity and the possibility of retaliation by the outgroup, and found that people acted in a retributive manner against a high-entitative provoker outgroup only when the outgroup was not in a position to retaliate. Implications for intergroup conflict are discussed.

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Section: Aggressionmentioning

confidence: 93%

High outgroup entitativity can inhibit intergroup retribution

Newheiser

Dovidio

2014

British J Social Psychol

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“…We tested for mediation using the joint significance test (i.e., significant paths between the independent variable and the mediator, and the mediator and the dependent variable after controlling for the independent variable) (MacKinnon, Lockwood, Hoffman, West, & Sheets, 2002). We tested the significance of the indirect effect using Selig and Preacher's (2008) Monte Carlo Method for Assessing Mediation (MCMAM), which produces indirect effect confidence intervals based on 20,000…”

Section: Analysis Strategymentioning

confidence: 99%

Employee experiences of HRM through daily affective events and their effects on perceived event‐signalled HRM system strength, expectancy perceptions, and daily work engagement

Chacko

Conway

2019

Human Res Mgmt Journal

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The importance of events to individual experiences and behaviour within organisational research is increasingly acknowledged. This research examines whether daily positive and negative affective HRM events signal employee perceptions of HRM system strength, which are expected to relate to daily work engagement via clear performance–reward expectancies. Employees completed a daily diary over ten working days and reported positive and negative daily HR events as they arose. Positive HR events associated with higher perceived event‐signalled HRM system strength compared with negative HR events, and expectancy perceptions partially mediated the effects of perceived HRM system strength on daily work engagement. The study's novel contributions include documenting the common occurrence of affective HRM events, identifying such events as an important antecedent to perceived event‐signalled HRM system strength, and extending understanding of the daily consequences of perceived HRM system strength by showing how their effects on daily work engagement are mediated by expectancies.

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“…Next, we run an SUR that includes an equation, where the independent variable predicts the mediator, and another equation, where the mediator and the independent variable predict the dependent variable at the same time. Finally, the coefficients from these equations are utilized to formally test for the significance of the indirect effect using Monte Carlo simulation (Selig & Preacher, 2008). If the indirect effect is significantly different than zero, we conclude a mediation effect.…”

Section: Sur and Mediation Analysesmentioning

confidence: 99%

An Examination of the Relationship between Intellectual Capital and Supply Chain Integration in Humanitarian Aid Organizations: A Survey‐Based Investigation of Food Banks

2017

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Food banks are humanitarian aid organizations that collect, organize, and deliver food to nonprofit member agencies and also to individuals to help alleviate the society's hunger problem. The supply chain of food banks is characterized by private sector companies, individual donors and governmental agencies providing monetary support and food inventory on the supply side, and the member agencies such as food pantries, soup kitchens, shelters, and volunteers delivering support on the demand side. Within the purview of this supply chain, food banks strive to improve their performance, which is commonly measured in terms of the amount of food delivered to the communities in need. Food banks rely on managerial talent that is relatively more constrained than the private sector and also use a voluntary workforce for attaining their performance goals. Considering the unique yet pertinent role of human assets in food banks to manage their supply chain integration initiatives, we employ an intellectual capital framework to analyze the human, organizational, and social capital antecedents of supply chain integration in food banks. Specifically, we suggest that intellectual capital drives supply chain integration in humanitarian organizations. Moreover, we propose specific relationships between the dimensions of intellectual capital. A carefully crafted survey is used to inform our results. The results indicate that human capital significantly impacts social capital, which, in turn, drives all supply chain integration dimensions. We discuss the implications of our findings for managing intellectual capital in the not‐for‐profit sector and offer directions for future research.

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Discussion of “The Modified Borehole Shear Device” by J. P. Demartinecourt and G. E. Bauer

Cited by 37 publications

References 0 publications

High outgroup entitativity can inhibit intergroup retribution

High outgroup entitativity can inhibit intergroup retribution

Employee experiences of HRM through daily affective events and their effects on perceived event‐signalled HRM system strength, expectancy perceptions, and daily work engagement

An Examination of the Relationship between Intellectual Capital and Supply Chain Integration in Humanitarian Aid Organizations: A Survey‐Based Investigation of Food Banks

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