Nonparametric versus Parametric Statistical Approaches for Genetic Anticipation: The Pancreatic Cancer Case

2000 Mathematics Subject Classi cation: 62N01, 62N05, 62P10, 92D10, 92D30.

Constructing 7-Clusters

ACM Computing Classification System (1998): G.2, G.4.

Adaptation in knowledge-based teams: An examination of team composition, leader sensegiving, and cognitive, behavioral, and motivational mechanisms

Organizations are increasingly relying on teams to do the work that has traditionally been done by individuals. At the same time, the environments in which these organizations and teams operate have been becoming progressively more complex and uncertain. These trends raise important questions about the factors that enable teams to adapt. In response to these questions, the current study sought to identify the cognitive, behavioral, and motivational processes and emergent states that promote a team's adaptation to unforeseen changes and novel events, and the team compositional characteristics and leadership processes that enabled these processes and emergent states. Two hundred twenty two undergraduate students from a large Southeastern University composed 74 3-person teams, and participated in a computerized decision-making simulation where each team formed the governing body (i.e., Mayor's cabinet) for two separate simulated cities, and made strategic decisions about city operations. Participants were randomly assigned to one of three roles, distributing expertise and creating mutual interdependence. External team leader sensegiving was manipulated through video recorded communications from an external team leader. Results indicate that team cognitive ability, achievement striving, and psychological collectivism, as well as external team leader sensegiving, were all related to the similarity and quality of team members' strategy-focused mental models (cognitive emergent states), and to the amount of information sharing among members (behavioral process). In turn, teams with more similar and higher quality mental models, and who shared greater levels of information, were found to have a greater ability to react and adapt to environmental changes, and to have greater levels of decision-making effectiveness. Results indicate a pattern of relationships consistent with hypotheses, and have important implications for organizations and knowledge-based teams charged with management responsibilities. Organizations should staff teams with the compositional characteristics that enable the development of similar and high quality mental models, and that promote information sharing among teammates. Similarly, organizations which train and develop leaders to engage in sensegiving behaviors enable team adaptability and promote enhanced decision-making effectiveness when faced with unforeseen changes and novel situations.

Restaurant Industry Perspectives on Pro-social Rule Breaking: Intent versus Action

The resounding message extracted from the service literature is that employees serve pivotal functions in the overall guest experience. This is of course due to the simultaneous delivery of personalized service provision with resultant consumption of those services. This simultaneous delivery and consumption cycle is at times challenged by a perceived desire to accommodate guest request that may violate, to a greater or lesser degree, an organizational rule. This is important to note because increased interactions with customers enable frontline employees to have a better sense of what customers want from the company as well as from the company itself (Bitner, et al, 1994). With that platform established, then why are some employees willing to break organizational rules and risk disciplinary action to better service a customer? This study examines the employee personality, degree of autonomy, job meaning, and co-worker influence on an employee's decision to break organizational rules. The results of this study indicate that co-worker influence exerted a minimal influence on employee decision to break rules while the presence of societal consciousness exerted a much stronger influence. Women reported that they were less likely to engage in rule divergence, and significant correlations were present when filtered by years in current position, and years in the industry.

Visitor Center Staff Training: A U.S Assessment

As the first step toward developing benchmarks for travel counselor training, the authors identify the methods and characteristics of existing travel counselor-training programs in the U.S. Responses from 30 out of 50 state tourism agencies indicate that 12 different methods of training are emplyed; however, usage and satisfaction with these various training methods vary.

Timeshare Owner Preferences - An Analysis of Program and Service Relationships during Recessionary Times

Since the 1970s various industry studies have indicated that the vacation ownership industry has enjoyed unprecedented growth in unit sales, resort growth, and the number of owners (American Resort Devleopment Association [ARDA], 2007; ARDA, 2009a; ARDA, 2009b). However, due to the recent economic downturn these growth metrics are no longer obtainable. This external impact has caused developers to retrench and therefore reflect upon their existing product and service offerings, financial metrics, and consumer markets (ARDA, 2010a; ARDA 2010b). The crux of these findings indicates that the industry has shifted to maintaining and enhancing product and service offerings as a reaction to changing economic conditions. The findings reported in the body of this manuscript represent product and service preferences as collected from a random data pull of their existing ownership base. The study also revealed current preferences of timeshare owners with relation to services provided and products/amenities offered. Management implications and limitations of the current study are discussed.

Authentic Experiences Assessment Instrument: The Case of Millennial Students and Cultural Attractions in Central Florida

Three types of authenticity were chosen to analyze cultural attractions—they were: staged or real authenticity, sensory authenticity, and existential authenticity. A group of millennium students that visited Orlando’s cultural attractions from the University of Central Florida were part of this study. Results show that the term “culture” is unclear among students. Also gender might play a role in determining what is perceived as “authenticity.” In general the focus group discussion had a consensus that these three types of authenticity were the right ones to measured cultural attractions, people, and behaviors.

Geochemical and isotopic composition of Bransfield Basin Lavas collected during SONNE cruise SO155

Bransfield Basin is an actively extending marginal basin separating the inactive South Shetland arc from the northern Antarctic Peninsula. Rift-related volcanism is widespread throughout the central Bransfield Basin, but the wider eastern Bransfield Basin was previously unsampled. Lavas recovered from the eastern subbasin form three distinct groups: (1) Bransfield Group has moderate large-ion lithophile element (LILE) enrichment relative to normal mid-ocean ridge basalt (NMORB), (2) Gibbs Group has strong LILE enrichment and is restricted to a relic seamount interpreted as part of the South Shetland arc, and (3) fresh alkali basalt was recovered from the NE part of the basin near Spanish Rise. The subduction-related component in Bransfield and Gibbs Group lavas is a LILE-rich fluid with radiogenic Sr, Nd, and Pb isotope compositions derived predominantly from subducting sediment. These lavas can be modeled as melts from Pacific MORB source mantle contaminated by up to 5% of the subduction-related component. They further reveal that Pacific mantle, rather than South Atlantic mantle, has underlain Bransfield Basin since 3 Ma. Magma productivity decreases abruptly east of Bridgeman Rise, and lavas with the least subduction component outcrop at that end. Both the eastward decrease in subduction component and occurrence of young alkali basalts require that subduction-modified mantle generated during the lifetime of the South Shetland arc has been progressively removed from NE to SW. This is inconsistent with previous models suggesting continued slow subduction at the South Shetland Trench but instead favors models in which the South Scotia Ridge fault has propagated westward since 3 Ma generating transtension across the basin.