When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.     

Through the looking-glass: on the other side of ‘un’conclusive reflections

This qualitative study explored the practices of a Technology Instructional Specialist (TIS) from the reflective vantage point of the specialist herself and multiple data sets collected from classroom teachers she mentored. The study examined the actions and impact of the TIS in assisting individual teachers with technology implementation through a reflective, circular process (i.e. action, reflection, modification, additional action). Data sources were comprised of: (1) survey on teachers’ comfort levels for technology integration in an elementary classroom; (2) teacher interviews; (3) self and teacher reflective assessments of the TIS’s mentoring; and (4) reflective journal notes of the TIS’s experiences. Findings suggest that reflections on and development of differentiated technology mentoring processes and actions conducted within participating teachers’ classrooms impacted their awareness of technology uses and pedagogical application. Most notably, reflections indicate that relational aspects of the TIS and teachers’ interactions impacted the process of technology implementation in participating teachers’ instructional practices. Practical suggestions for practitioners are provided.     

Response of colony mice to intruders with different fighting experience

Six male mice placed in a large, moderately complex enclosure formed a stable dominance hierarchy in which two mice defended adjacent floor areas and the remaining four mice were subordinate and did not form territories. Intruder mice with winning or losing experience in prior paired encounters, or those with no fighting experience, were introduced individually into the colony for 30 minute periods. These intruders were attacked by the dominant members of the colony, and the fighting outcomes were strongly dependent upon the fighting experience of the intruder. Intruders with losing or no fighting experience engaged in little mutual fighting with residents, were easily defeated, and terminated attacks by engaging in subordinate behaviors. Intruders with winning experience fought vigorously with residents, attacked and, in many cases, defeated residents. These results suggest that relatively little winning experience gained in earlier paired encounters may be sufficient to overcome the various fighting advantages enjoyed by a dominant territorial holding member of a colony.     

The Effectiveness of Alternative Preference Elicitation Methods in the Analytic Hierarchy Process

This study compares alternative preference elicitation methods that are currently available in software implementations of the analytic hierarchy process. For the simple problem used in this study, the elicitation methods may be sorted from least to most accurate as follows: (1) direct estimation, (2) graphical multiple bars, (3) graphical pairwise, (4) numeric pairwise and (5) verbal pairwise. However, the most accurate methods are not the easiest to use. Furthermore, actual accuracy differed substantially from users’ perceptions, indicating a need to assist the users in the selection of an appropriate elicitation method. © 1997 John Wiley & Sons, Ltd.     

REVIEW OF ANTECEDENT CONTROL: INNOVATIVE APPROACHES TO BEHAVIORAL SUPPORT,EDITED BY J. LUISELLI AND M. CAMERON

This review identifies antecedent manipulation and the role of establishing operations as primary themes of the book as well as crucial elements in the design of a broadly applicable behavior support technology. The discussion of the book's thematic treatment of these elements highlights the traditional importance of elaborate antecedent interactions within the field of behavior analysis and welcomes researchers' efforts to broaden their credibility and influence through comprehensive and durable applications of behavior support technologies in a variety of natural settings. The reviewers rate the book as representative of the most recent developments and directions within applied behavior support.     

Effects of teacher-directed versus student-directed instruction and cues versus no cues for improving spelling performance

THE PURPOSE OF THIS STUDY WAS TWOFOLD: to examine the effects of imitating children's spelling errors alone and in combination with visual and verbal cues on spelling accuracy and retention among poor spellers and to compare the effectiveness of student-directed versus teacher-directed spelling instruction on children's spelling accuracy and retention. Nine children received four alternating experimental treatments during a 16-week spelling program. Results indicated that student-directed instruction that incorporated visual and verbal cues was most effective in increasing children's spelling accuracy.     

组织决策的影响力分布

从行动理论的角度分析了组织决策的特征,提出了组织决策的阶段层次理论,并认为：１．决策过程的本质在于形成决策问题的目标手段层次结构;２．决策的层次结构具有阶段性特征,即它是随决策阶段的进展而逐步分化、完善的;３．组织在其结构上也是一个由分化得来的层次结构。因此,在组织决策过程中,应该根据决策的阶段特征,充分发挥相应组织层次的作用。关于各决策阶段组织影响力分布的调查得到了与理论模型一致的结果,有决策影响力的群体随决策阶段的展开而分化：在决策阶段一直存在两个决策影响力群体,一个是高层管理,另一个是中层管理、基层管理和工人;而在决策阶段二和三,中层管理逐步分化出来,成为第三个独立的影响力群体;在决策阶段四,基层管理代表工人参与决策的作用得到了充分的显示。此外,本研究结果还指出了高层管理在后三个阶段中对组织决策影响力分布的决定作用