Effects of critical incident tasks on the intercultural competence of English non-majors

ABSTRACT

In this internationalised world, graduate employability in terms of intercultural communication skills needs to be taken into account in higher education. The present study aims to explore the effects of critical incident task instruction on English non-majored undergraduates’ intercultural competence. One group of students received ten weeks of instruction with one critical incident task per week and another group received standard English classes. Data were collected from the students’ pre- and post-test. The results showed a significant and strong effect of the intervention with critical incident tasks. Implications for educational practice are presented for further teaching with critical incident tasks.     

Zur näherungsweisen ermittlung optimaler stochastischer steuerimgen durch diskretisierung

Considered are stochastic continuous-time control systems described by stochastic differential equations, which are defined by special martingals. Examples are given by the well known Ito equations with respect to a Wiener - or a Poisson process. By means of a performance index, regarding current yields as well as a terminal payment a control problem is formulated. The essential result in view of concrete evaluation is the approximation by a sequence of discrete-time finite dimensional control problems.     

The Uniqueness of the Child–Father Attachment Relationship: Fathers' Sensitive and Challenging Play as a Pivotal Variable in a 16-year Longitudinal Study

This longitudinal study of forty‐four families explored fathers’ as compared to mothers’ specific contribution to their children's attachment representation at ages 6, 10, and 16 years. In toddlerhood, fathers’ and mothers’ play sensitivity was evaluated with a new assessment, the sensitive and challenging interactive play scale (SCIP). Fathers’ SCIP scores were predicted by fathers’ caregiving quality during the first year, were highly consistent across 4 years, and were closely linked to the fathers’ own internal working model of attachment. Qualities of attachment as assessed in the Strange Situation to both parents were antecedents for children's attachment security in the Separation Anxiety Test at age 6. Fathers’ play sensitivity and infant–mother quality of attachment predicted children's internal working model of attachment at age 10, but not vice versa. Dimensions of adolescents’ attachment representations were predicted by fathers’ play sensitivity only. The results confirmed our main assumption that fathers’ play sensitivity is a better predictor of the child's long‐term attachment representation than the early infant–father security of attachment. The ecological validity of measuring fathers’ sensitive and challenging interactive play behavior as compared to infant proximity seeking in times of distress is highlighted. Findings are discussed with respect to a wider view on attachment in that both parents shape their children's psychological security but each in his or her unique way.     

How Provider Selection and Management Contribute to Successful Innovation Outsourcing: An Empirical Study at Siemens

It is becoming increasingly common to involve external technology providers in developing new technologies and new products. Two important phases involved in working with technology vendors are vendor selection and vendor management. Because for both steps theory development of key decision guidelines is still immature, we use detailed case studies of 31 innovation outsourcing projects at Siemens to develop grounded theory on provider selection criteria and on project management success drivers. A selection criterion often associated with successful outsourcing is the provider's “track record” or previous experience. Our cases suggest that there is no standard “track record” for success but that a “match” between the client firm's outsourcing motivation and the provider's strengths appears to be a necessary condition for a successful outsourcing collaboration. As to the second phase—managing the vendor—we identify a number of operational project success drivers. There seems to be no universal checklist, but the most important drivers seem to be contingent on the type of vendor chosen and on the maturity of the technology. We compare five provider types—universities, competitors, customers, start‐up companies, and component suppliers—and find that some success drivers are common to all providers, while others are relevant only for certain types of provider. Moreover, drivers in the case of a mature technology are more focused on successful transfer to manufacturing than on development itself. Our findings offer guidelines for innovation managers on how to select innovation providers and how to manage them during the project.