Georgia State University

About: Georgia State University is a education organization based out in Atlanta, Georgia, United States. It is known for research contribution in the topics: Population & Poison control. The organization has 13988 authors who have published 35895 publications receiving 1164332 citations. The organization is also known as: GSU & Georgia State.

Mammalian pineal melatonin: A clock for all seasons

Abstract: The central role of the pineal gland and its hormone melatonin (MEL) in mammalian photoperiodic responses is discussed in terms of: 1) evidence for the involvement of MEL in photoperiodism, 2) which feature of the MEL secretion profile might be most important for regulating photoperiodic responses, 3) evidence for the modulation of responses to changes in daylength based on previous photoperiod exposure (i.e., photoperiodic history) and 4) how the MEL signal might be processed at its target sites to elicit physiological responses.

A cross-national model of job-related outcomes of work role and family role variables: A retail sales context

Abstract: This article proposes a model of job-related outcomes of four role variables in a retail sales context: work-family conflict (WFC), family-work conflict (FWC), work role conflict (RC), and work role ambiguity (RA). We tested the applicability of the model with three cross-national samples, that is, the United States, Puerto Rico, and Romania, and the results revealed that the model's measures and effects are mostly similar across samples. It was also posited and mostly supported that the effects that WFC and FWC have on the job-related outcomes are greater than the effects of RC and RA. Implications concerning the effects of role variables for international retail managers are offered.

A Qualitative Assessment of Arab Culture and Information Technology Transfer

Abstract: Information technology transfer is not an easy task, and seems to be particularly daunting for developing countries. As most technology is designed and produced in developed countries, it is culturally-biased in favor of those developed countries’ social and cultural systems. This bias creates cultural and social obstacles for developing countries to transfer technology into practice. Based on focus groups, interviews of Arab-American business people, and a field study conducted in five Arab countries, this paper presents the findings of a qualitative progressive study to systematically examine the linkage between information technology transfer and sociocultural factors that support or impede a successful transfer.

The impact of developer responsiveness on perceptions of usefulness and ease of use: an extension of the technology acceptance model

Abstract: The Technology Acceptance Model (TAM) suggests that the perceived usefulness (PU) and the perceived ease of use (PEOU) of an information system (IS) are major determinants of its use. Previous research has demonstrated the validity of this model across a wide variety of IS types. However, prior research has not identified antecedents of PU and there has been only limited research on the antecedents of PEOU. Consequently, research has provided little guidance to IS managers on methods to increase use by augmenting PU and PEOU.Viewing IS development as an instance of Social Exchange Theory (SET), this study proposes that IS managers can influence both the PU and the PEOU of an IS through a constructive social exchange with the user. One means of building and maintaining a constructive social exchange is through developer responsiveness. The results of this study, examining the adoption of an expert system, indeed support this notion. Specifically, developer responsiveness strongly influenced both PU and PEOU, but only indirectly affected actual behavior --- IS use --- in accordance with the predictions of SET. An extension of TAM based on SET is presented and the implications of this extended model are discussed from both a managerial and theoretical perspective.

The Future of Strategic Planning in the Public Sector: Linking Strategic Management and Performance

Abstract: While it has become ubiquitous in the public sector over the past 25 years, strategic planning will need to play a more critical role in 2020 than it does at present if public managers are to anticipate and manage change adroitly and effectively address new issues that are likely to emerge with increasing rapidity. This article argues that making strategy more meaningful in the future will require transitioning from strategic planning to the broader process of strategic management, which involves managing an agency’s overall strategic agenda on an ongoing rather than an episodic basis, as well as ensuring that strategies are implemented effectively. Complementing this move to more holistic strategic management, we need to shift the emphasis of the performance movement from a principal concern with measurement to the more encompassing process of performance management over the coming decade in order to focus more proactively on achieving strategic goals and objectives. Finally, agencies will need to link their strategic management and ongoing performance management processes more closely in a reciprocating relationship in which strategizing is aimed largely at defining and strengthening overall performance while performance monitoring helps to inform strategy along the way. Guest editors’ note: In 1942, the University of Chicago Press published a book edited by Leonard D. White titled The Future of Government in the United States. Each chapter in the book presents predictions concerning the future of U.S. public administration. In this article, Theodore H. Poister examines John Vieg’s predictions on the future of government planning published in that book, comments on whether Vieg’s predictions were correct not, and then looks to the future to examine public administration in 2020.