Search results

Highlights non‐verbal communication, crediting it with being a major contribution to communication processes of human beings. Focuses on the non‐verbal messages pervading business organizations, which, if interpreted correctly, reveal the values and culture of an organization. Concludes that much can be learned from the interpretation of the non‐verbal elements present in the culture in which it functions.

In this paper the author discusses the rather subtle and unquestionably fascinating cybernetics involved in the psychophysiology of human deception and its detection by the now sophisticated psychobiofeedback techniques of the polygraph; this was first developed by Leonarde Keeler, then improved further by John Reid, and finally made into a reliable technique by Cleve Backster, with an interpretative and numerical scoring system lending itself to the next development, now being addressed by the present writer: computerized chart‐marking with print‐out interpretation. “Polygraph” means “multiple record” and the 1921 original had two (heart and breath) in response to induced emotional change. Earlier (some in 19th century) devices using one parameter only were not polygraphs and did not use induced affect.

A new generation of leaders is needed not only to build local partnerships in today’s communities, but to assume all positions of leadership. Undergraduate students within a College of Agricultural Sciences at a large land grant university were given the Socially Responsible Leadership Scale (SLRS) to determine their self-perception of leadership according to the eight SLRS constructs: consciousness of self, congruence, commitment, collaboration, common purpose, controversy with civility, citizenship and courage through change. Results indicated a strong alignment with constructs such as congruence, consciousness of self and commitment, with slightly less agreement in the other constructs. Two important issues were illustrated. First, today’s undergraduates appear to be much more comfortable with diversity and conflict than once was the norm. Secondly, the citizenship construct brought to light a lack of awareness and desire to contribute to their civic responsibility. Implications include changes in leadership curriculum and implementation of service learning experiences.

This paper aims to critically examine the lie detector test policy of the Nigeria Police Force to determine if the policy is capable of curbing corruption in the Nigerian Police Force.

The analysis took the form of a desk study, which analyzed various documents and reports such as the report by the United Nations Office on Drugs and Crime and the National Bureau of Statistics titled “Corruption in Nigeria – Bribery: Public Experience and Response,” Transparency International’s Corruption Perceptions Index 2017, the report by the International Police Science Association and the Institute for Economics and Peace.

This paper determined that the lie detector test policy of the Nigeria Police Force could achieve its desired objectives if the following recommendations are implemented: The Nigeria Police Reform Trust Fund bill should be given accelerated consideration in the Senate and House of Representatives based on its urgency and significance for the new lie detector test policy of the Nigeria Police Force. There is need for the Nigerian Police to have enough funds to conduct trainings for police personnel who are chosen as examiners for the lie detector tests. The Nigerian National Assembly will need to pass an Act to provide for the licensing of detection of deception examiners – commonly known as polygraph or lie detector operators – and regulation of that profession. The act should set forth the conditions under which persons may be admitted to practice detection of deception with a polygraph, the standards they must observe and the types of polygraph devices that they may henceforth be used lawfully. This is what was done in the State of Illinois. The Nigeria Police Force is advised to make use of two examiners for the lie detector test: one in-house examiner and one external examiner. The external examiner may be from another country in which corruption is not at a high rate, and must be someone of high integrity and professional competence. This measure may reduce the risk of bribery and corruption in the system. It will also bring more integrity and transparency into the system. The external examiner may also carry out “on the job training” with the in-house examiner while the polygraph exercise is going on. The Nigeria Police Force must make a new policy that mandates that all transactions relating to the purchase of polygraph machines must be conducted in an open and fair manner that recognizes the need for the transaction to be done directly with the seller, and not through a sales agent. This policy may help prevent a situation where a corrupt sales agent connives with a corrupt police officer to defraud the police unit. An ongoing approach to screening should be considered for specific positions, as circumstances change, or for a comprehensive review of departmental staff over a period. The Nigeria Police Force should have a policy that mandates that the lie detector test should be taken once in five years by all staff of the Nigeria Police Force. For staff in very sensitive positions, the lie detector test should be taken every three years. This will enable the lie detector policy to be more effective. Let us take, for example, a person passes the lie detector test genuinely without any influence of corruption; there is still a possibility that the person may change over time. The temptation to follow current employees to collect bribes is very high. But if the Nigeria Police Force put a policy in place that mandates every police personnel to take the lie detector test every five years starting from the first five years after recruitment, the cankerworm called corruption may be curbed effectively. Imagine if every police personnel knew that they were going to be asked by an examiner, five years after working, to confirm if they ever collected bribe during the time they served in the police force; most employees will desist from taking bribes or engaging in corrupt acts. The above measure will ensure that current employees who are chosen as examiners for the lie detector tests are fit and proper persons for the job.

This paper focuses on the new lie detector test policy of the Nigeria Police Force. It does not address the other anti-corruption policies of the Nigeria Police Force.

This paper offers a critical analysis of the lie detector test policy of the Nigeria Police Force. It will provide recommendations on how the policy could be strengthened. This is the only paper to adopt this kind of approach.

This paper examines how cultural holes that exist at the intersection of institutional fields influence the exploitation of entrepreneurial opportunities. Through an exploration of physician-founded ambulatory surgery centers in the United States, we examine how the presence of cultural holes presented doctors with alternative beliefs, values, and practices to overcome the cultural constraints around entrepreneurship within the medical profession. In doing so, this study extends cultural entrepreneurship research by bringing cultural holes to the forefront, empirically showing how they facilitate entrepreneurial action and proposing other contexts where cultural holes may affect entrepreneurial actions and outcomes.

Some communities in the USA are remarkably better at responding to civic challenges than others. These communities are more competent at marshaling their resources – material and human – in service of their own needs. The authors’ purpose in this paper is to enhance their collective understanding of ideas related to community-driven change and to describe the development of a civic capacity index (CCI), a measure of a community's capacity to respond to civic challenges and disruptions like COVID-19.

The authors used a concept mapping process (akin to grounded theory) to develop the CCI. Using this process, a panel of 34 scholars and practitioners of civic leadership and civic engagement worked together to create measurable descriptors of civic capacity.

The CCI measures dynamic processes related to collective leadership, inclusion of diverse voices, how institutions and coalitions address shared challenges and collaboration among community members. Sample data from several states show the CCI's scales to have high internal reliabilities and to correlate strongly with validation scales such as collective efficacy, social justice and community connectedness. Confirmatory factor analyses support a bifactor model of a general CCI factor and six CCI scales.

With the help of the CCI, civic actors can take advantage of existing civic capacity, understand where it is lacking and build resilience for the future.

To date, most scholars have used qualitative research to determine the elements of civic capacity. The authors wanted to know what civic capacity looks like in sufficient detail to assess the extent to which it is present or not in a community. Other efforts to quantify or assess civic capacity or related ideas are less comprehensive or lack the specificity to provide guidance for building and mobilizing it in communities. This work enhances our understanding of leadership in the civic arena, a little understood aspect of leadership studies.

In this paper the authors present a theoretical framework that shows how interaction between two or more companies depends on its context of performance. Reflexivity between two or more levels of context potentially leads the parties to a situation exhibiting an apparently contradictory nature: paradox. The authors study the manner in which such situations occur and are resolved.

The data in this paper comes from a three‐year‐long multiple case study investigation. Data was gathered from 15 different organizations through interviews, participant observation and document reviews.

Context‐bounded interaction between organizational actors can be interpreted in different, sometimes contradictory, ways, which can create paradox. Parties cannot stay in paradox for long because it may produce adverse personal and social consequences. Thus, resolution of paradox potentially causes significant changes to the structural attributes of relationships.

Paradox has potentially significant and destructive consequences for the quality of business‐to‐business relationships. Organizational actors who understand that paradox has been encountered can develop strategies for exiting paradox and maintaining high‐quality relationships with their partners.

This paper presents a novel theoretical framework that explains how business interaction can lead to paradox, the experience and resolution of which potentially makes significant changes to the structure of business relationships.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this article is to present an overview of the history and development of transaction log analysis (TLA) in library and information science research. Organizing a literature review of the first twenty‐five years of TLA poses some challenges and requires some decisions. The primary organizing principle could be a strict chronology of the published research, the research questions addressed, the automated information retrieval (IR) systems that generated the data, the results gained, or even the researchers themselves. The group of active transaction log analyzers remains fairly small in number, and researchers who use transaction logs tend to use this method more than once, so tracing the development and refinement of individuals' uses of the methodology could provide insight into the progress of the method as a whole. For example, if we examine how researchers like W. David Penniman, John Tolle, Christine Borgman, Ray Larson, and Micheline Hancock‐Beaulieu have modified their own understandings and applications of the method over time, we may get an accurate sense of the development of all applications.