Competition-related factors directly influence preferences for facial cues of dominance in allies

Alliance formation is a critical dimension of social intelligence in political, social and biological systems. As some allies may provide greater ‘leverage’ than others during social conflict, the cognitive architecture that supports alliance formation in humans may be shaped by recent experience, for example in light of the outcomes of violent or non-violent forms intrasexual competition. Here we used experimental priming techniques to explore this issue. Consistent with our predictions, while men’s preference for dominant allies strengthened following losses (compared to victories) in violent intrasexual contests, women’s preferences for dominant allies weakened following losses (compared to victories) in violent intrasexual contests. Our findings suggest that while men may prefer dominant (i.e. masculine) allies following losses in violent confrontation in order to facilitate successful resource competition, women may ‘tend and befriend’ following this scenario and seek support from prosocial (i.e. feminine) allies and/or avoid the potential costs of dominant allies as long-term social partners. Moreover, they demonstrate facultative responses to signals related to dominance in allies, which may shape sex differences in sociality in light of recent experience and suggest that intrasexual selection has shaped social intelligence in humans.

Beyond the bottom line: redefining the value of design in SME formation

For SMEs to operate in the complex and globalised economic landscape of today engaging with innovation can sustain competitive advantage. Within Design Management, design is being increasingly posited as a strategic resource to facilitate the absorption of new design resources and leverage design knowledge in ways that support SMEs through such economic pressures. Evidencing the relationship between design and economic performance is complex, leading to extensive current research and industry efforts to show how design adds economic value. Despite the value of such efforts, it is important to recognise that innovation means different things to different organizations, especially for start-ups and SMEs. Within the rising tide of design-led innovation, there is a gap being explored in how design can effectively capture and evaluate its contribution within the complex and diverse situations of business development it engages. In seeking to address this gap, this paper presents findings from research undertaken within Design in Action (DiA), an AHRC-funded knowledge exchange hub. Presenting DiA as a single case study, the paper offers methodical reflection on five case example start-up businesses funded by DiA in order to explore the value that design-led innovation approaches offered in their formation.