Effectiveness of a White-Tailed Deer Exclusion Fence Based on Traction Limitations of the Hoof: The Slippery Fence

We hypothesized that an exclusion fence could be devised to capitalize on traction limitations of the hooves of white-tailed deer (Odocoileus virginianus). Hexagonal plots (9.8 m wide) enclosed by a 2.4 m field fence with two openings (4.9 m) were established. Data were collected daily on consumption of corn provided (2.27 kg) and events recorded by infrared monitors (IR) for treatment and control sites. Five-day treatment periods consisted of test panels (4.9 m x 2.4 m) placed in plot openings at 0°, 5° and 10° slopes, and lubricant applied at the 10° slope. Deer consumed all corn provided at control sites. At the 10° slope, daily corn consumption decreased (1.50 kg ± 0.26, p < .01), and IR events were lower (p < .01) at treatment sites (23.6 ± 3.2) compared to controls (50.3 ± 9.6). With the addition of a lubricant, corn consumption decreased further (p < .001) to 0.17 kg ± 0.03, and IR recorded events were lower (p < .001) at treatment sites (6.58 ± 0.89) compared to controls (44.8 ± 3.1). Results of this study indicate that traction limitation of the hoof can be exploited.

The Role of CEO Statements of Aggressiveness and the Competitive Aggressiveness of Firms: What is the Impact on Performance?

This research examines the impact of a CEO’s statements of aggressiveness on his or her organization’s competitive moves and subsequent performance. Hypotheses were developed based on previous work in Upper Echelon Theory and competitive dynamics. Based on this prior literature, it was hypothesized aggressive statements by CEOs will be associated with more aggressive organizations. It was also hypothesized these more aggressive organizations would display better performance than less aggressive organizations. A content analysis of letters to shareholders and trade publications was performed. This data was analyzed using multiple regression in SPSS 17 to test the hypotheses that aggressive statements by CEOs are associated with aggressive organizations and higher performance. Aggression scores for the content analysis were generated using the software package DICTION. The sample for the study was the organizations with the most revenue in two industries, automobile manufacturing and retailing. Data collection covered a five-year time span from 2003-2007, with performance data lagged one year. Control variables employed included CEO tenure, CEO background, organization size, and organization age. The findings indicate that CEO statements of aggressiveness do not significantly impact the competitive aggressiveness or the performance of their organizations. The implications of these findings are discussed and potential avenues for future research in the area are outlined.