University of North Carolina at Greensboro

About: University of North Carolina at Greensboro is a education organization based out in Greensboro, North Carolina, United States. It is known for research contribution in the topics: Population & Poison control. The organization has 5481 authors who have published 13715 publications receiving 456239 citations. The organization is also known as: UNCG & UNC Greensboro.

Conducting the train of thought: working memory capacity, goal neglect, and mind wandering in an executive-control task.

Abstract: On the basis of the executive-attention theory of working memory capacity (WMC; e.g., M. J. Kane, A. R. A. Conway, D. Z. Hambrick, & R. W. Engle, 2007), the authors tested the relations among WMC, mind wandering, and goal neglect in a sustained attention to response task (SART; a go/no-go task). In 3 SART versions, making conceptual versus perceptual processing demands, subjects periodically indicated their thought content when probed following rare no-go targets. SART processing demands did not affect mind-wandering rates, but mind-wandering rates varied with WMC and predicted goal-neglect errors in the task; furthermore, mind-wandering rates partially mediated the WMC–SART relation, indicating that WMC-related differences in goal neglect were due, in part, to variation in the control of conscious thought.

Organizational Ambidexterity and Performance: A Meta-Analysis

Abstract: A growing number of studies argue that organizational ambidexterity is increasingly important for the sustained competitive advantage of firms. However, organizational ambidexterity studies have been conducted in a wide variety of industries and methodological settings, and the empirical results have been mixed. The purpose of this article is to systematically examine the organizational ambidexterity–performance relationship to reconcile the mixed results of prior research. By conducting a meta-analysis of prior studies on organizational ambidexterity and performance, we find that positive and significant Organizational ambidexterity–performance relationships are to a large extent moderated by contextual factors and methodological choices: Organizational ambidexterity is particularly important for performance in nonmanufacturing industries and at higher levels of analysis. Also, the performance effects are stronger when “combined” measures of organizational ambidexterity and perceptual performance are use...

Assessing Creativity With Divergent Thinking Tasks: Exploring the Reliability and Validity of New Subjective Scoring Methods

Abstract: Divergent thinking is central to the study of individual differences in creativity, but the traditional scoring systems (assigning points for infrequent responses and summing the points) face well-known problems. After critically reviewing past scoring methods, this article describes a new approach to assessing divergent thinking and appraises its reliability and validity. In our new Top 2 scoring method, participants complete a divergent thinking task and then circle the two responses that they think are their most creative responses. Raters then evaluate the responses on a 5-point scale. Regarding reliability, a generalizability analysis showed that subjective ratings of unusual-uses tasks and instances tasks yield dependable scores with only 2 or 3 raters. Regarding validity, a latent-variable study (n = 226) predicted divergent thinking from the Big Five factors and their higher-order traits (Plasticity and Stability). Over half of the variance in divergent thinking could be explained by dimensions of personality. The article presents instructions for measuring divergent thinking with the new method.

A Longitudinal Perspective on Dating Violence Among Adolescent and College-Age Women

Abstract: Objectives. We investigated physical assault in dating relationships and its co-occurrence with sexual assault from high school through college. Methods. Two classes of university women (n = 1569) completed 5 surveys during their 4 years in college. Results. Women who were physically assaulted as adolescents were at greater risk for revictimization during their freshman year (relative risk = 2.96); each subsequent year, women who have experienced violence remained at greater risk for revictimization than those who have not. Across all years, women who were physically assaulted in any year were significantly more likely to be sexually assaulted that same year. Adolescent victimization was a better predictor of college victimization than was childhood victimization. Conclusions. There is a need for dating violence prevention/intervention programs in high school and college and for research on factors that reduce revictimization.

Managerial social capital, strategic orientation, and organizational performance in an emerging economy

Abstract: This study replicates and extends previous research focusing on China, to a sub-Saharan African emerging economy environment. Specifically, the study directly replicates the impact of social capital derived from the micro-managerial networking relationships and ties with top managers at other firms and government officials on macro-organizational performance using data from Ghana. This study further extends previous work by examining the impact of social capital derived from managerial social networking relationships and ties with community leaders on organizational performance. It examines how the relationship between social capital and organizational performance is contingent on an organization's competitive strategic orientation. The findings suggest that social capital developed from managerial networking and social relationships with top managers at other firms, government officials (political leaders and bureaucratic officials), and community leadership enhance organizational performance. The findings from the contingency analyses reveal some interesting trends. The impact of social capital on organizational performance differs between firms that pursue the different competitive strategies (low-cost, differentiation, and combination of low-cost and differentiation) and those who do not pursue those strategies. Copyright © 2007 John Wiley & Sons, Ltd.