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In the field of behavioral disabilities, systematic direct observation (SDO) has been an integral tool for describing and explaining relationships between student and teacher behavior in authentic classroom settings. However, this method of measurement can be resource-intensive and presents a series of complex decisions for investigators. The purpose of this chapter is to review a series of critical decisions investigators must make when developing SDO protocols to address their research questions. After describing each decision point and its relevance to the measurement system, we identify trends and special considerations in the field of behavioral disabilities with respect to each decision. We organize content according to deciding what to measure, deciding how to measure it, and critical steps to prevent system breakdowns. Finally, we identify avenues for research to further the impact of SDO in the field of behavioral disabilities.

This study compares two methods of data collection for students' social behaviors. One method employed time sampling procedures, while the other method used handheld computerized devices and the Multi-Option Observation System for Experimental Studies (MOOSES) system. Both coding systems were used to assess social behaviors of students with emotional disabilities during writing instruction. The middle-school-aged students, all classified as having EBD, were enrolled in classes to improve their written expression. Students were assessed for on-task, off-task, and multitask behaviors. Results revealed some surprising differences. When students were relatively consistent with attendance and on-task behaviors, the methods yielded comparable results; however, when students were more disruptive and demonstrated more inconsistent behaviors, different patterns emerged. Implications and recommendations for future research and practice are discussed.

In this chapter, I proposed the use of structured behavioral analysis (SBA) as a methodological approach to address critical questions in organizational behavior research in sub-Saharan Africa.

The chapter is a conceptual paper that reviews the extant literature on research tools aimed at coding and analyzing behavior, with a particular focus on employee behavior in African organizations.

SBA requires the researcher to act as both an organizational scholar and an anthropologist. As an organizational scholar, the researcher will identify predetermined behaviors that he/she intends to study. Thus, the observation and analysis will be geared toward such behaviors. As an anthropologist, the organizational researcher will observe behaviors that are displayed by employees and managers and use them as the basis for explanation and theory building.

SBA can be used to study behaviors that often occur in African organizations, such as nepotism, corruption, the role of tribal status, and the impact of family generosity, the forced solidarity tax, and obligations on employee behavior.

Findings from SBA could help design interventions to address the detrimental effects of negative behaviors while reinforcing positive behaviors in African organizations.

As a research methodology, SBA is relatively new in the African context although some versions of the method are used in industrial/organizational psychology and ergonomics.

We put forward the idea that for model selection the intrinsic priors are becoming a center of a cluster of a dominant group of methodologies for objective Bayesian Model Selection.

The intrinsic method and its applications have been developed in the last two decades, and has stimulated closely related methods. The intrinsic methodology can be thought of as the long searched approach for objective Bayesian model selection and hypothesis testing.

In this paper we review the foundations of the intrinsic priors, their general properties, and some of their applications.

This chapter seeks to increase our understanding of health care employees' perceptions of effective and ineffective leadership behavior within their organization.

Interviews were conducted with 59 employees working in a diversity of positions within the case study hospital. Interviewees were asked to cite behaviors of both an effective and an ineffective leader in their organization. They were also asked to clarify whether their example described the behavior of a formal or informal leader. Grounded theory data analysis techniques were used and findings were interpreting using existing leadership behavior theories.

(1) There was a consistent link between effective leadership and relationally oriented behaviors. (2) Employees identified both formal and informal leadership within their hospital. (3) There were both similarities and differences with respect to the types of behaviors attributed to informal versus formal leaders. (4) Informants cited a number of leadership behaviors not yet accounted for in the leadership behavior literature (e.g., ‘hands on’, ‘professional’, ‘knows organization’). (5) Ineffective leadership behavior is not simply the opposite of effective leadership.

Findings support the following ideas: (1) there may be a relationship between the type of job held by employees in health care organizations and their perceptions of leader behavior, and (2) leadership behavior theories are not yet comprehensive enough to account for the varieties of leadership behavior in a health care organization. This study is limited by the fact that it focused on only those leadership theories that considered leader behavior.

There are two practical implications for health care organizations: (1) leaders should recognize that the type of behavior an employee prefers from a leader may vary by follower job group (e.g., nurses may prefer relational behavior more than managerial staff do), and (2) organizations could improve leader development programs and evaluation tools by identifying ineffective leadership behaviors that they want to see reduced within their workplace.

Health care organizations could use these findings to identify informal leaders in their organization and invest in training and development for them in hopes that these individuals will have positive direct or indirect impacts on patient, staff, and organizational outcomes through their informal leadership role.

This study contributes to research and practice on leadership behavior in health care organizations by explicitly considering effective and ineffective leader behavior preferences across multiple job types in a health care organization. Such a study has not previously been done despite the multi-professional nature of health care organizations.

Outdoor arts festivals have been proposed as a means of rehearsing democratic practices and of placemaking interventions in the space time of contemporary capitalism. I consider whether they are really able to repurpose civic and pseudo public space and challenge the production and reproduction of that space as a colonial and neoliberal territory, or are they merely examples of the ‘pseudo-fête’ prolonging such structures by other means?

This chapter uses case studies of two outdoor arts festivals in the United Kingdom, at which I have performed rhythmanalyses, to explore festivalised spaces and the extent to which they might empower people. Empowerment here relates not only to individual agency, autonomy and self-determination but also to the development of shared, social identity within crowds. The role of festival management, the arrangement of festival space/times and the codification of behaviour are of particular relevance to these effects. I use time-lapse videography to capture data around flows and accretions of audiences, combined with my embodied presence in the lived space of the festival, sensing its rhythms and atmospheres.

Using the concept of polyrhythmia to comprehend and unpick complex durational patterns, I focus on how public spaces are transformed when animated by performances and how public space can redefine both performance and audience dynamics. The adaptation and application of rhythmanalysis in this project has revealed patterns of behaviour and evidenced characteristic qualities of outdoor arts which were previously ignored or only assumed.

Typical organizations comprise members whose behaviors range from the minimum possible to maintain membership, to those discretionarily engaging in job-related behaviors above that expected or required. These discretionary behaviors are beyond the job description and often are not recognized by the formal reward system. Possibly, individuals with high emotional intelligence are more prone to engage in discretionary behaviors. The relationship between the dimensions of emotional intelligence and discretionary citizenship behaviors has not previously been explored. Using samples of nursing and business university professors, this study investigates the relationship between discretionary behaviors of educators and the four branch model of emotional intelligence. Discretionary behaviors comprised a set of traditional organizational citizenship dimensions, and those behaviors beyond the expected unique to higher education. Salovey and Mayer's four branch model was used to assess emotional intelligence. Data were analyzed with correlation analysis and multiple regressions. The regression results indicate that managing emotion (the ability to manage one's emotions and emotional relationships) had the greatest number of significant positive relationships with discretionary behaviors in both samples. Perceiving emotions and understanding emotions produced negative relationships with sportsmanship in the nursing sample. The nursing sample produced more relationships between emotional intelligence and discretionary behaviors than the business faculty sample. Overall results support the idea that emotional intelligence is linked to discretionary citizenship behavior. The study results provide evidence to support the organizational value of emotional intelligence. Also, the results provide ideas for fruitful further research which may hold promise for increasing organizational effectiveness and efficiency.

In this paper, we follow the same logic as in Hausman (1978) to create a testing procedure that checks for the presence of outliers by comparing a regression estimator that is robust to outliers (S-estimator), with another that is more efficient but affected by them. Some simulations are presented to illustrate the good behavior of the test for both its size and its power.

This paper attempts to resolve the conflicting results on sticky cost behavior in prior literature. Large sample studies find that selling, general, and administrative costs (SG&A) and cost of goods sold (CGS) are sticky, that is, costs are less likely to decrease when activity decreases than to increase when activity increases. In contrast, studies limited to one industry find little or no sticky cost behavior.

We investigate whether SG&A and CGS sticky cost behavior differ across/ four major industry groups (manufacturing, merchandising, financial, and services) characterized by different production, operational, and economic environments. In addition, we study whether sticky cost behavior arises for all changes in activity level (as measured by revenue changes) or for only large changes in activity level. Finally, we investigate whether determinants of sticky cost behavior vary across industries.

Our results suggest that costs in the manufacturing industry are the “stickiest,” while costs in the merchandising industry are the “least sticky,” with financial and service industries exhibiting some level of sticky cost behavior. Further, we find that sticky cost behavior is industry-specific, both in the magnitude of activity changes that give rise to sticky cost behavior and in the determinants that drive the behavior.

Our investigation of 20 distinct sub-industries within the “stickiest” manufacturing industry finds that while some sub-industry groupings show significant sticky behavior, most do not. This result may explain why, contrary to large sample studies, single industry studies find little or no sticky behavior in costs.

Our research is the first to try and reconcile the conflicting results on sticky cost behavior. Understanding the pervasiveness of stickiness is necessary to move research forward in this domain.