Power and Legitimizing Ideologies in Hierarchy‐Enhancing vs. Hierarchy‐Attenuating Environments

According to social dominance theory, intergroup dynamics are strongly influenced by the social positions which individuals hold in society. Several studies suggest that holding a position of power can, sometimes automatically, generate negative attitudes and hostile behaviors toward subordinate social groups. However, at present, the studies carried out on these effects of power have not taken into account the influence of the normative context. Based on the distinction made by Sidanius and Pratto between “hierarchy‐enhancing” (HE) vs. “hierarchy‐attenuating” (HA) environments, this study examines if the effects of power on legitimizing cognitions vary as a function of the normative environment. A laboratory study and a study conducted in a natural environment confirm our hypothesis that individuals holding a powerful or dominant social role in a HE setting differ significantly from individuals holding an equally powerful role in a HA setting. The effects of power observed in past research probably resulted from studying power in hierarchy‐enhancing environments, but not in hierarchy‐attenuating ones.     

Intolerance of Uncertainty and Health-Related Anxiety in Youth amid the COVID-19 Pandemic: Understanding and Weathering the Continuing Storm

The COVID-19 pandemic is a public health crisis that continues to impact individuals worldwide. While children may be less susceptible to severe medical complications, they are nonetheless vulnerable to stress and anxiety associated with the pandemic. However, current understanding of psychological functioning and potential strategies to mitigate distress amid a pandemic is naturally limited. Consequently, this article is an attempt to fill that gap. Existing literature on pandemics, health-related anxieties, intolerance of uncertainty, and psychopathological sequelae is summarized within the context of the COVID-19 outbreak. Conclusions from the empirical data and emerging theoretical models are reviewed and synthesized. Finally, several potentially engaging and effective examples of developmentally appropriate interventions targeting intolerance of uncertainty and health-related anxieties in pediatric patients during the peri- and post-pandemic periods are described.

     

When false memories do not occur: Not thinking of the lure or remembering that it was not heard?

The aim of the present study was to evaluate two explanations for the non-occurrence of false memories in the Deese-Roediger-McDermott (DRM) paradigm. One explanation was that a critical lure is not recalled because the list failed to evoke it in the participant's mind. Another possible explanation was that the participant would identify the critical lure and would remember, at the time of recall, that the lure was not produced by an external source. In order to explore these two possible explanations for the non-occurrence of false memories, an experimental phase was added to the usual DRM paradigm: participants were asked to recall items they thought of but did not recall because these items were not members of the list presented by the experimenter. Among participants who did not recall the critical lure during the standard recall task, those who recalled the critical lure during the additional phase outnumbered those who did not recall it. This result is more consistent with the second explanation than with the first one.     

Managing environmental knowledge through learning processes in Spanish hospitality companies

The major focus of this research is to investigate whether environmental knowledge has any impact on organizational outcomes through an empirical investigation of 127 Spanish hospitality companies, using structural equation models. Our results show that environmental knowledge is an important determiner for developing organizational outcomes. However, this relationship is completed with just two related constructs: Firstly, the company's acquisition process plays a key role in managing the tension between the knowledge necessary to develop the appropriated environmental initiatives and current knowledge. Secondly, the company's distribution process also sheds light on tangible means for managers to enhance their company's outcomes through environmental knowledge.