Meta-Analyses of the Intra- and Interpersonal Outcomes of Interpersonal Coordination

Interpersonal coordination, the extent to which social partners coordinate each other’s postures and mannerisms, acts as a “social glue” that serves both individual and social goals, such as producing prosocial behaviors and facilitating harmonious interactions. Research in this area has become prominent in a variety of domains both within and outside of psychology, forming a sizeable literature dedicated to investigating the causes and consequences of interpersonal coordination. We conducted a series of meta-analyses on studies that treated interpersonal coordination as an independent variable, in order to measure its effect on several intrapersonal (e.g., mood, need to belong) and interpersonal (e.g., prosocial behavior) outcomes, as well as several potential moderators (e.g., percentage of female participants) that may affect the strength of the effect. Overall, the results demonstrated that the positive effects of interpersonal coordination are robust, with a few exceptions specific to intrapersonal outcomes. These findings provide a much-needed quantitative summary of the literature on interpersonal coordination, and highlight areas that merit future research.     

Der Körper als Ressource in individuellen Veränderungsprozessen

Nowadays the focus on the rational mind dominates big parts of our society. The body and emotions as helpful information are underestimated. The integration and systematical utilization of body based information in coaching processes is an adjuvant approach. This article reports the neurophysiological and -biological basis of behavioural patterns and outlines how to change these patterns applying different methods which use body based information. An example case illustrates the practical implication of the referred theories.     

The effect of natural disaster on fertility,birth spacing,and child sex ratio: evidence from a major earthquake in India

Natural disasters can lead to significant changes in health, economic, and demographic outcomes. However, the demographic effects of earthquakes have been studied only to a limited degree. This paper examines the effect of the 2001 Gujarat earthquake on reproductive outcomes. This earthquake killed more than 20,000 people; injured 167,000; and caused massive losses to property and civic assets. Using data from two large-scale District-Level Household Surveys (2002–2004 and 2007–2008), we employ difference-in-difference and fixed-effect regression models to compare the outcomes across earthquake-affected districts and their neighboring districts during 5 years before and after the earthquake. We find that the earthquake led to significant rises in childbirth rates. It also reduced birth spacing among uneducated, tribal, and Muslim women, and the incidence of male births among rural women. We find considerable variation in the demographic effects of the earthquake across location, household socioeconomic status, and parental age and education.     

Analysis of Cultural Indicators: A Comparison of Their Conceptual Basis and Dimensions

Multiple organizations and institutions have been resorting to indicators on diverse aspects of culture (e.g., creativity, social cohesion, cultural vitality, economic participation), according to their particular purposes and views of what is to be measured. This paper presents results from a research report of a qualitative study that analyzed 35 papers on cultural indicators found via Internet, based on four categories: purpose, assumptions about culture, concept of culture they sustain, and dimensions of indicators considered. Results show that even when the importance of culture is widely recognized in the papers, most of them propose indicators without having solid theoretical foundations, and with an emphasis on the relation between culture and economy. Also, most of the documents do not have a definition of culture or present an instrumental conceptualization of it, where culture is valued not as an end in itself but as a resource than can serve to development.     

What innovation managers really do: a multiple-case investigation into the informal role profiles of innovation managers

Over the last fifteen years companies tended to formalise their innovation management activities and to establish formal jobs like the innovation officer, the network manager or the innovation manager. Knowledge of the informal role profiles of these formal roles is still rare. HR and R&D Managers do not know which informal role profile might suit them best, thus having difficulties to assign the best candidates for jobs in innovation management. Researchers cannot help to resolve the problem. Our research answers the question what innovation managers really do, by analysing their tasks, skills and traits, theoretically based on informal role theories. Furthermore, we will analyse how these characteristics change with company size. To provide answers to our research questions we choose a multiple-case study approach. We found, among others, that innovation managers fulfil the role of the relationship and process promotor or a combination of both with the champion, but we also found, that the innovation manager’s roles profile becomes fuzzier with shrinking company size. Our results have practical implications for top management and also HR and R&D managers, enabling them to better select and steer employees in innovation management. Researchers will be able to build on our results because we offer a comprehensive understanding of the informal role profiles of innovation managers based on informal role theories.     

Social Monitoring and Reporting: A Success Story in Applied Research on Social Indicators and Quality of Life

From its beginnings research on social indicators was not primarily considered as pure, but rather applied research in terms of the regular monitoring of and reporting on quality of life. Thus, the successes—but eventually also failures—of social indicators research may first of all be visible in its most important field of application. Social monitoring and reporting activities, which can be traced back to the early 1970s provide quantitative information and empirically based analytical knowledge on well-being and progress in a single society or groups of societies to be used for different purposes, including policy making. Providing an overview over the variety of social monitoring and reporting projects emerging from social indicators research is supposed to be important with a view to form a more solid fundament for present and future discourses and initiatives in the field of measuring and monitoring well-being and progress. The article looks back to this field of applied social indicators research and—with a focus on Europe—identifies patterns and recent trends in this sort of activities. By looking forward, it finally discusses selected issues that are considered to be crucial for further improvements in this field.     

Complementary person-supervisor fit: An investigation of supplies-values (S-V) fit,leader-member exchange (LMX) and work outcomes

By applying the supplies-values (S-V) fit approach from the complementary person-environment (P-E) fit literature to the leader-employee perspective, and drawing upon social exchange theory, we examine how fulfillment of different work values is related to Leader-Member Exchange (LMX) and work outcomes. First, polynomial regression analyses combined with response surface analysis of data collected at two time points (N = 316) showed that LMX (Time 2) was higher the more the leader fulfills the employee's work values (Time 1). Second, LMX (Time 2) was higher when leader supplies (Time 1) and employee work values (Time 1) were both high than when both were low. Third, analyses of data from a sub-sample of matched leader-employee dyads (N = 140), showed that LMX (Time 2) played a mediating role on the relation between S-V fit (Time 1) and work outcomes (Time 2). Specifically, we found eight out of 10 relationships between S-V fit (Time 1) and leader-rated task performance and OCB (Time 2) to be fully mediated by LMX (Time 2). LMX (Time 2) partially mediated the relation between S-V fit (Time 1) and job satisfaction (Time 2) as only two out of five relationships were fully mediated.