We examine the link between the growing emphasis on corporate social responsibility at the organizational level and beliefs about social responsibility at work (SRW) expressed by individuals. Drawing from theories of professionalism and diffusion of innovations (including practices and beliefs), we advance hypotheses about beliefs of managers and non-managers in 11 countries at two time periods, and use a unique international data set to test our hypotheses. Our general prediction that managers would score higher than non-managers on a measure of (...) SRW was not supported. However, further analysis revealed a more complex relationship moderated by the contextual factors of time frame and country inequality level. We discuss implications and extensions for future research. (shrink)

We examine the link between the growing emphasis on corporate social responsibility at the organizational level and beliefs about social responsibility at work (SRW) expressed by individuals. Drawing from theories of professionalism and diffusion of innovations (including practices and beliefs), we advance hypotheses about beliefs of managers and non‐managers in 11 countries at two time periods, and use a unique international data set to test our hypotheses. Our general prediction that managers would score higher than non‐managers on a measure of (...) SRW was not supported. However, further analysis revealed a more complex relationship moderated by the contextual factors of time frame and country inequality level. We discuss implications and extensions for future research. (shrink)

This paper addresses the growing problem of retractions in the scientific literature of publications that contain bad data, also called “false science.” While the problem is particularly acute in the biomedical literature because of the life-threatening implications when treatment recommendations and decisions are based on false science, it is relevant for any knowledge domain, including the social sciences, law, and education. Yet current practices for handling retractions are seen as inadequate. We use the metaphor of a virus to illustrate how (...) such studies can spread and contaminate the knowledge system, when they continue to be treated as valid. We suggest drawing from public health models designed to prevent the spread of biological viruses and compare the strengths and weaknesses of the current governance model of professional self-regulation with a proposed public health governance model. The paper concludes by considering the value of adding a triple-helix model that brings industry into the university-state governance mechanisms and incorporates bibliometric capabilities needed for a holistic treatment of the retraction process. (shrink)

Day-to-day life is inundated with attempts to control emotions and a wealth of research has examined what strategies people use and how effective these strategies are. However, until more recently, research has often neglected more basic questions such as whether and how people choose to regulate their emotions (i.e. emotion regulation choice). In an effort to identify what we know and what we need to know, we systematically reviewed studies that examined potential determinants of whether and how people choose to (...) regulate their emotions. Eighteen determinants were identified across 219 studies and were categorised as being affective, cognitive, motivational, individual or social-cultural in nature. Where there were sufficient primary studies, meta-analysis was used to quantify the size of the associations between potential determinants and measures of whether and how people choose to regulate their emotions. Based on the findings, we propose that people’s decisions about whether and how to regulate their emotions are determined by factors relating to the individual doing the regulating, the emotion that is being regulated, and both the immediate situation and the broader social context in which the regulation is taking place. (shrink)

Anxiety and stress-related disorders constitute a large global health burden, but are still poorly understood. Prior work has demonstrated clear impacts of stress upon basic cognitive function: biasing attention toward unexpected and potentially threatening information and instantiating a negative affective bias. However, the impact that these changes have on higher-order, executive, decision-making processes is unclear. In this study, we examined the impact of a translational within-subjects stress induction (threat of unpredictable shock) on two well-established executive decision-making biases: the framing effect (...) (N = 83), and temporal discounting (N = 36). In both studies, we demonstrate (a) clear subjective effects of stress, and (b) clear executive decision-making biases but (c) no impact of stress on these decision-making biases. Indeed, Bayes factor analyses confirmed substantial preference for decision-making models that did not include stress. We posit that while stress may induce subjective mood change and alter low-level perceptual and action processes (Robinson et al., 2013c), some higher-level executive processes remain unperturbed by these impacts. As such, although stress can induce a transient affective biases and altered mood, these need not result in poor financial decision-making. (shrink)

Pre- and postmeasures of course knowledge correlated more strongly and consistently with course performance variables (essay quizzes, course project, multiple-choice exams, and total course credit)than did pre- and postmeasures of generic critical thinking. In addition, the total sample (N =126) improved significantly on course knowledge from the pre- to the postassessment but changed minimally on critical thinking. The extent and pattern of change in critical thinking differed somewhat for students making high and low grades in the course. High-grade students achieved (...) significantly more favorable changes on both critical thinking and course knowledge than did the low-grade students. (shrink)

Routledge is now re-issuing this prestigious series of 204 volumes originally published between 1910 and 1965. The titles include works by key figures such asC.G. Jung, Sigmund Freud, Jean Piaget, Otto Rank, James Hillman, Erich Fromm, Karen Horney and Susan Isaacs. Each volume is available on its own, as part of a themed mini-set, or as part of a specially-priced 204-volume set. A brochure listing each title in the "International Library of Psychology" series is available upon request.

What is the nature of the decision-related personal values of corporate management? Managers' attitudes and behaviors are built upon their personal value systems (PVS). Knowledge about the structure of management's PVS assists in understanding the attributes of corporate decision making. Utilizing a survey instrument developed and used by England (1967, 1975), this article updates this research into corporate managers' personal value systems. England's PVS consists of sixty-six pre-tested values clustered into five groups. As one could expect with personal values, statistical (...) tests reveal that even with dramatic changes in the business environment the overall personal values structure has not changed over the intervening three decades. The results also reveal that corporate managers retain their pragmatic value orientation as discussed by England. (shrink)

Man is by nature a creature who is curious. He must have theories and explanations. He wants to understand why there is a universe; and he wants to know what kind of a universe it is that he inhabits. Primitive man has his myths about the origins of things, and the modern scientists have their latest speculations about the universe. And of the making of cosmological hypotheses there is no end.

Time, space and matter are the most pervasive and inescapable aspects of the physical universe. And yet, notwithstanding the fact that they represent the most fundamental and ubiquitous characteristics of reality, they have always presented elements of mystery to the human mind. Thus on the level of common thought we ponder how the withering hand of time reaches from out the past into the future to bring decay and destruction to all things; and on the more sophisticated level, after the (...) fashion of Immanuel Kant, we are puzzled by certain antinomies of thought concerning the necessity for an origin, and an end, of the universe in time and space, in the face of the equally necessary reasons for regarding the universe as being unlimited in its space and time dimensions. In either case, however, we are paying tribute to the tantalizing nature of these problems concerning the cosmic framework of space-time-matter in which we live, and move, and have our being. Indeed, it is not too much to say that genuine philosophy took its origin in Zeno's paradoxes of motion, and will have its final consummation when it solves Kant's antinomies. (shrink)

Recently I was asked by a somewhat disillusioned but well informed official of one of the important Foundations how long I thought it would be before we attained Utopia. My reply was that I thought we would make substantial progress toward a better world within the next one hundred years.The reply to this, as the reader may surmise, was that my estimate was much too optimistic, the intimation being that anyone who hopes for such rapid progress in this world must (...) be rather naive in practical matters. Such a judgment represents a widely prevailing view, but one which is supposed to be “realistic.” According to this view, social advancement is a slow business. It will be said that there is no evidence that we are much better off than the ancients. Rather than that we have progressed beyond antiquity, we find that we, as of old, have our evidences of social degradation and maladjustment. Crimes, wars, unemployment, divorce, racial and religious conflicts, even W. P. A. projects—all these are as old as recorded history. Man cannot hope to go far in the next one hundred years because in the last one thousand years he has not improved his lot in terms of fundamental human values. All he has done is multiply his gadgets and invent some new ones. Perhaps—my critic opined—we can make some headway in the next thousand years, but it will be a slow and painful process. (shrink)

In October 1946 the U. S. Government summoned the representatives of Labor and Management to meet in Washington to try and find a basis for cooperation which would make possible increased productivity. For two days two hundred of the outstanding individuals in this field talked and debated. The results were hardly worth the efforts. The most appropriate summary of the “results” of these meetings was provided by Fortune magazine when it characterized the whole affair as a “meaningless squabble.“.