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The present experiment aimed to test the impact of a self‐regulatory strategy of goal pursuit – called mental contrasting with implementation intentions (MCII) – on an integrative bargaining task.

Participants were randomly assigned to dyads and negotiated over the sale of a car. Before negotiating, participants were prompted to engage in MCII, or one or the other of its two component strategies: to contrast mentally achieving success in the integrative bargaining task with the reality standing in the way of this success (MC), to form implementation intentions on how to bargain (i.e. if‐then plans) (II), or both to contrast mentally and form implementation intentions (MCII).

The strategy of mental contrasting with implementation intentions led dyads to reach the largest joint agreements, compared to dyads that only used mental contrasting or if‐then plans. Moreover, participants who mentally contrasted formed more cooperative implementation intentions than participants who did not mentally contrast, mediating the effect of condition on joint gain.

The findings suggest that the self‐regulatory strategy of mental contrasting with implementation intentions (MCII) leads to higher joint gain, and that this effect is mediated by mental contrasting's promotion of cooperative planning. More research should be done to understand the specific negotiation behaviors engendered by MCII, as well as its applicability to other negotiation scenarios.

These findings have implications for both self‐regulation and negotiation research. The result that MCII fosters integrative solutions reflects its potential to help people form cooperative plans and reach high joint‐value agreements in integrative scenarios. For negotiation research, the paper identifies an effective self‐regulatory strategy for producing high‐quality agreements.

This paper aims to test the impact of several self‐regulatory strategies on an integrative bargaining task.

Participants were randomly assigned to dyads and negotiated over the sale of a car. Before negotiating, participants were prompted to engage in one of three self‐regulation strategies, based upon fantasy realization theory (FRT): to mentally contrast a successful future agreement with the reality of bargaining, to exclusively elaborate on successful future agreement, or to exclusively elaborate on the reality of bargaining. Those in the control condition merely began the negotiation.

Mentally contrasting a successful future agreement with the reality of bargaining leads dyads to reach the largest and most equitable joint agreements, compared to dyads that elaborate only on successful future agreement, or on the reality of bargaining.

Since it was found that mental contrasting promotes integrative agreement, it is important to learn more about the psychological processes that mediate and moderate this effect. Another related line of research would examine the application of the findings to other bargaining scenarios. One further future line of research should combine mental contrasting with planning strategies.

The findings of the paper have implications for both self‐regulation and negotiation research. The result that mental contrasting fosters integrative solutions reflects its potential to help negotiators effectively discriminate among feasible and unfeasible components of a multi‐faceted goal (integrative agreement). For negotiation research, the paper identifies an effective self‐regulatory strategy for producing high‐quality agreements.

Recent research provides useful insights on management accounting routines, yet little is written on their foundations. In particular, factors which may contribute to eventual management accounting routines have not been detailed in terms of the process of routinization. Thus, this paper aims to provide an initial theory-based understanding on the foundation of management accounting routines. In turn, it is hoped that this will raise further research interest on this topic.

Drawing on extant literature, a framework on foundations of management accounting routines is developed, and two empirical cases illustrate its operationalization.

The framework illustrates that a more complete understanding of change to management accounting routines can be gleaned when more is known about their foundations. The foundations are likely to be influenced by a combination and/or interaction of factors at the organizational level, the organizational field level and the economic and political level.

Because of the so far limited understanding of the foundation of management accounting routines, more research is required. This framework may be useful to guide such research.

To the best of the authors’ knowledge, this is one of few papers to offer an initial theory-based understanding on the foundations of management accounting routines specifically. This understanding can be built on to improve our knowledge in the management accounting domain of the complex, but ubiquitous, concept of organizational routines.

Attempts to understand consumer behaviour through a study of the physiological brain functioning processes. Refers to literature on physiological psychological theory. Provides a brief description of the nervous system and brain centre functions. Tests three models of psychological variables dealing with shopping – the hypothesized developmental state model, hypothesized disposition model, and hypothesized danger model – then integrates these models into one and tests the new model. Tests the models against data gathered during interviews with shoppers in a US shopping mall. Finds some support for Hilgard’s “neodissociationistic theory” of behaviour. Recommends further investigation of the brain’s mechanisms should be carried out.

This paper aims to qualify traditional concrete mixtures for large-scale material extrusion in an automated, additive manufacturing process or additive construction.

A robust and viable automated additive construction process must be developed that has the capability to construct full-scale, habitable structures using materials that are readily available near the location of the construction site. Accordingly, the applicability of conventional concrete mixtures for large-scale material extrusion in an additive construction process was investigated. A qualitative test was proposed in which concrete mixtures were forced through a modified clay extruder and evaluated on performance and potential to be suitable for nozzle extrusion typical of additive construction, or 3D printing with concrete. The concrete mixtures were further subjected to the standard drop table test for flow, and the results for the two tests were compared. Finally, the concrete mixtures were tested for setting time, compressive strength and flexural strength as final indicators for usefulness in large-scale construction.

Conventional concrete mixtures, typically with a high percentage of coarse aggregate, were found to be unsuitable for additive construction application due to clogging in the extruder. However, reducing the amount of coarse aggregate provided concrete mixtures that were promising for additive construction while still using materials that are generally available worldwide.

Much of the work performed in additive manufacturing processes on a construction scale using concrete focuses on unconventional concrete mixtures using synthetic aggregates or no coarse aggregate at all. This paper shows that a concrete mixture using conventional materials can be suitable for material extrusion in additive construction. The use of conventional materials will reduce costs and allow for additive construction to be used worldwide.

The purpose of this article is to make a detailed comparison of the corrosion and heat resisting steels specified in Great Britain and in the United States, for use in the petroleum industry. The great advances that have been made in the design of steels from the beginning of this century are due to discoveries made by Brearley and Pasel of the beneficial effects of chromium upon the scaling and corrosion resistance of iron. This article is a condensed version of the paper presented at the 1957 International Petroleum Equipment Conference at Stuttgart.

Purpose – This chapter examines the process of radicalization, deradicalization, and support for intelligence agencies in a few well-known cases of terrorists who turned into informants.

Methodology/Approach – Five cases studies are utilized to demonstrate the process of engagement in, disengagement from, and revolt against terrorist groups. Existing literature on radicalization and deradicalization is set against the context of these case studies.

Findings – By drawing upon the experiences of terrorists who turned into informants, it is possible to prove theories on radicalization and deradicalization. In particular, the process of cognitive radicalization presumes that extremist beliefs can also be rejected (deradicalization), while the process of behavioral radicalization presumes that terrorists can distance themselves from extremist behaviors (disengagement).

Originality/Value – Scholarship has traditionally focused on “underdogs” of all kinds, with a less keen interest in elites or the actors operating on their behalf. The work of informants has often remained in a dimly lit corner of academic research. This chapter helps illuminate the path undertaken by terrorists who become informants for Western security apparatus.

This article, Part I of which appeared in last month's CORROSION TECHNOLOGY, is intended to provide a comparison of the corrosion‐and heat‐resistant steels specified in Great Britain and the U.S.A. for use in the Petroleum Industry. The article is a condensed version of the paper presented at the 1957 International Petroleum Equipment Conference.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.