Search results

A simulated price war between two competing gas stations provided the context to assess the effects on de‐escalation of the subject's financial shortage, the competitor's financial shortage, and a message from the competitor conveying a non‐exploitative intent. Subject shortages encouraged gasoline price increases (de‐escalation) and competitor shortages encouraged price decreases (escalation). Subjects who were suffering a financial shortage rated their competitor as less likely to cooperate and more likely to exploit them than those who were not. Results were discussed in terms of a simplification of Pruitt and Kimmel's (1977) goal‐expectation hypothesis. One possible explanation for our results is that subjects make a comparison of relative strength before choosing either to de‐escalate or escalate.

This paper aims to discuss how over the past 180 years, a succession of largely unrelated entrepreneurs of differing capabilities have either created or recognised and exploited opportunities offered by this enduring company, their heritage and brand.

Primary data was provided from discussions with Fabergé experts and the new owners of the brand. Extensive secondary data was also used and analysed.

The original Fabergé creations numbered some 200,000, but their creator is remembered best for 65 unique Imperial (and other) Eggs. Many pieces have survived, although the business disappeared in 1917. Since then, dealers and collectors have intervened symbiotically to protect the brand equity – supported by serendipitous popular cultural interventions – although a series of parallel entrepreneurial but parasitic interventions meant the brand and the original products became separated. This changed in 2007 with new owners acquiring the brand and resurrecting high-end jewellery production with a new business model. Their contemporary journey is both informed and shaped by Fabergé’s tumultuous past.

Reinforces that while a universal theory of entrepreneurship eludes us that these three key elements – opportunity, uncertainty and resources – help explain the related behaviour of a series of different intervening entrepreneurs. This framework is offered for wider use and testing.

Advances the understanding of how entrepreneurs spot and enact opportunity.

Develops a model embracing parasitic and symbiotic interventions in the history of a brand, and a conceptual entrepreneurial model capturing three key elements that explain entrepreneurial behaviour. These being: opportunity seeking and exploitation, addressing uncertainty and deploying appropriate resources.

The aim of this exploratory study is to assess the impact of role clarity and concern for the other party's goals on soldiers' negotiations with members of the local population within a combat zone.

Following the Dual Concerns Model it was hypothesized that soldiers experiencing high concern for the needs of their Iraqi counterparts would engage in: higher levels of problem solving behavior; report greater trust in their counterparts; and reach more mutually satisfying agreements under conditions of role clarity relative to role ambiguity. A total of 42 officers and non‐commissioned officers serving in Iraq participated in the study.

The results supported the prediction that role clarity moderates the relationship between concern for the other party's needs and various outcomes of the negotiation process.

The study involved a small convenience sample, cross‐sectional design, and a single source of data for all measures. Nonetheless, the results are consistent with other studies examining the theoretical assumptions of the Dual Concern Model and suggest that role clarity may serve as a useful operationalization of high self‐concern and high resistance to yielding.

The study advances knowledge about soldiers' ability to negotiate mutually satisfying agreements with members of the local population. It points to the need to combine a policy of collaboration with local civilians with the communication of a clear set of overall mission and specific negotiation goals and objectives.

Almost all libraries collect fiction. Of course the nature, scope, and organization of the collection varies with the type of library and its clientele. In this column scholars, fans, and just plain readers of diverse fiction formats, types, and genres will explore their specialty with a view to the collection building needs of various types of libraries. In addition to lists of “good reads,” authors not to be missed, rising stars, and rediscovered geniuses, columnists will cover major critics, bibliographies, relevant journals and organizations, publishers, and trends. Each column will include a genre overview, a discussion of access to published works, and a core collection of recommended books and authors. Janice M. Bogstad leads off with a discussion of science fiction. In the next issue of Collection Building, Ian will focus her discussion on the growing body of feminist science fiction with an article entitled, “Redressing an Interval Balance: Women and Science Fiction, 1965–1983.” Issues to follow will feature Kathleen Heim on thrillers, and Rhea Rubin reviewing short story collection building. Should you care to suggest an area or aspect of fiction collection building for discussion or try your hand as a columnist contact the column editor through Neal‐Schuman Publishers.

The paper aims to provide details of a study conducted at Hunter College Libraries in fall 2005, the focus of which was how presentation of initial digital resource pages (or gateway pages) on the library's web site impacted students' subsequent steps in the research process.

A group of 16 students from English and History classes at Hunter College were recruited to participate after having had basic library instruction. They were given computer‐based key tasks to perform in a proctored classroom setting, using the library's homepage. A second group of students was recruited to participate in two small focus groups. The methodology and exercises were developed in part using guidelines from a taxonomy of user behavior developed by librarians at Hunter College, and recommendations from usability literature by Krug, Neilsen and Rubin.

Results from the computer‐based key tasks exercises were bifurcated. Completion rates for computer‐based key tasks using the in‐house developed Hunter College Library database grid, with less than 80 percent (37 percent‐73 percent) students successfully completing all the tasks, was inferior compared to performance using the Serial Solutions access page and the Academic Search Premier database, both commercially‐developed products, with most of the tasks successfully completed by at least 80 percent of the students.

This study is unique in that the focus is not on the usability of an entire library web site, rather, on the presentation of select, highly visible gateway pages that get a lot of use.

Since its advent in 1983, Circuit Technology has gone from strength to strength, as indicated by visitor attendance which increased from 3000 in 1983 to over 6000 in 1984. Predictions are that, with the larger venue at Olympia's National Hall, previous attendance figures will be exceeded many times at Circuit Technology '85.

The purpose of this research is to explore dyad‐specific perspective taking as a potential antecedent of transformational leadership behavior.

The study's hypothesis was explored through a sample of 106 supervisor/subordinate dyads working in a hospital. Supervisors self‐reported their dyad‐specific perspective taking, while subordinates evaluated the transformational leadership behaviors of their supervisors.

Results indicate that dyad‐specific perspective taking is related to transformational leadership behavior and not related to transactional leadership behavior.

Results suggest that managers wishing to improve their skills as leaders may want to increase the frequency with which they attempt to look at issues from the perspective of their subordinates.

This research contributes to the literature by suggesting that dyad‐specific perspective taking is related to transformational leadership behavior.