Co-constructing a Conceptual Understanding of System Enactment

Clinical Social Work Journal - System enactments are co-created phenomena characterized by confounding and emotionally charged multi-person interactions that emerge through the convergence of...     

Improved Transferability of Data‐Driven Damage Models Through Sample Selection Bias Correction

Damage models for natural hazards are used for decision making on reducing and transferring risk. The damage estimates from these models depend on many variables and their complex sometimes nonlinear relationships with the damage. In recent years, data‐driven modeling techniques have been used to capture those relationships. The available data to build such models are often limited. Therefore, in practice it is usually necessary to transfer models to a different context. In this article, we show that this implies the samples used to build the model are often not fully representative for the situation where they need to be applied on, which leads to a “sample selection bias.” In this article, we enhance data‐driven damage models by applying methods, not previously applied to damage modeling, to correct for this bias before the machine learning (ML) models are trained. We demonstrate this with case studies on flooding in Europe, and typhoon wind damage in the Philippines. Two sample selection bias correction methods from the ML literature are applied and one of these methods is also adjusted to our problem. These three methods are combined with stochastic generation of synthetic damage data. We demonstrate that for both case studies, the sample selection bias correction techniques reduce model errors, especially for the mean bias error this reduction can be larger than 30%. The novel combination with stochastic data generation seems to enhance these techniques. This shows that sample selection bias correction methods are beneficial for damage model transfer.     

Multiple event times in the presence of informative censoring: modeling and analysis by copulas

Motivated by a breast cancer research program, this paper is concerned with the joint survivor function of multiple event times when their observations are subject to informative censoring caused by a terminating event. We formulate the correlation of the multiple event times together with the time to the terminating event by an Archimedean copula to account for the informative censoring. Adapting the widely used two-stage procedure under a copula model, we propose an easy-to-implement pseudo-likelihood based procedure for estimating the model parameters. The approach yields a new estimator for the marginal distribution of a single event time with semicompeting-risks data. We conduct both asymptotics and simulation studies to examine the proposed approach in consistency, efficiency, and robustness. Data from the breast cancer program are employed to illustrate this research.

     

Benevolence-dominant,authoritarianism-dominant,and classical paternalistic leadership: Testing their relationships with subordinate performance

We propose a new typology of paternalistic leadership styles based on how leaders demonstrate authoritarianism and benevolence, the two essential components of this type of leadership. Benevolence-dominant paternalistic leadership refers to leaders' sole dependence on the use of benevolence without their strong assertion of authority, whereas authoritarianism-dominant paternalistic leadership is based mainly on authoritarianism itself; classical paternalistic leadership, which best fits early observations of paternalistic leaders, refers to the salient combination of both leadership components. We used two distinct samples and methods to test this typology and the association with subordinate performance. Across the two studies, a field investigation with Taiwanese military supervisor-subordinate dyads and a hypothetical scenario experiment with U.S. working adults, we found a positive relationship between classical paternalistic leadership and subordinate performance as strong as that between benevolence-dominant paternalistic leadership and performance. Our findings echo the phenomenon that paternalistic leaders tend to combine benevolence with authoritarianism to affect subordinate performance.     

Leader-member exchange as a linking pin in the idiosyncratic deals - Performance relationship in workgroups

In the current investigation, idiosyncratic deals (i-deals; individualized work arrangements) are modeled as differentiated resources that shape leader-member exchange (LMX) relationships in workgroups. We integrate literature on leader-member exchange (LMX) with research on i-deals to argue that employee evaluations of i-deals received from the grantor –typically the leader- enhance employee perceptions of LMX, which in turn become instrumental in generating positive performance outcomes. Furthermore, because workgroup characteristics have potential implications on the relationship between a deal grantor and the deal recipient, drawing upon social identity theory of leadership, we reason that the i-deals-LMX relationship is affected by the overall value congruence among the group members. Cross-level moderated mediation analyses on multi source data obtained from 289 employees nested in 60 workgroups showed that the mediational role of LMX in the i-deals to performance outcomes relationship was weaker in high value congruence groups.     

LGBTQ Women,Appearance Negotiations,and Workplace Dress Codes

The purpose of this study was to explore LGBTQ women’s experiences with unwritten or formal dress codes at work. I asked: What are LGBTQ women’s experiences in the workplace with appearance management, and what are LGBTQ women’s experiences navigating the written and unwritten dress codes in the workplace? To answer the research question, interviews were conducted with 24 self-identifying LGBTQ women. Six key themes emerged from the data. Themes included (1) expressed sexual identity in appearance, (2) unwritten dress codes in work environments did not always allow for expression of sexual identity in appearance, (3) motivations for pressure or desire to conceal expression of sexual identity in appearance at work, (4) negotiations of revealing or concealing sexual identity in appearance in the workplace impacted levels of comfort and confidence, (5) verbal and nonverbal negative experiences related to appearance at work, and (6) received compliments about appearance at work.     

Efficacy Foundations for Risk Communication: How People Think About Reducing the Risks of Climate Change

Believing action to reduce the risks of climate change is both possible (self‐efficacy) and effective (response efficacy) is essential to motivate and sustain risk mitigation efforts, according to current risk communication theory. Although the public recognizes the dangers of climate change, and is deluged with lists of possible mitigative actions, little is known about public efficacy beliefs in the context of climate change. Prior efficacy studies rely on conflicting constructs and measures of efficacy, and links between efficacy and risk management actions are muddled. As a result, much remains to learn about how laypersons think about the ease and effectiveness of potential mitigative actions. To bring clarity and inform risk communication and management efforts, we investigate how people think about efficacy in the context of climate change risk management by analyzing unprompted and prompted beliefs from two national surveys (N = 405, N = 1,820). In general, respondents distinguish little between effective and ineffective climate strategies. While many respondents appreciate that reducing fossil fuel use is an effective risk mitigation strategy, overall assessments reflect persistent misconceptions about climate change causes, and uncertainties about the effectiveness of risk mitigation strategies. Our findings suggest targeting climate change risk communication and management strategies to (1) address gaps in people's existing mental models of climate action, (2) leverage existing public understanding of both potentially effective mitigation strategies and the collective action dilemma at the heart of climate change action, and (3) take into account ideologically driven reactions to behavior change and government action framed as climate action.     

Constructing Trustworthy Historical Narratives: Criteria,Principles and Techniques

Organizational scholars increasingly recognize the value of employing historical research. Yet the fields of history and organization studies struggle to reconcile. In this paper, the authors contend that a closer connection between these two fields is possible if organizational historians bring their role in the construction of historical narratives to the fore and open up their research decisions for discussion. They provide guidelines to support this endeavor, drawing on four criteria that are prevalent within interpretive organization studies for developing the trustworthiness of research: credibility; confirmability; dependability; and transferability. In contrast to the traditional use of trustworthiness criteria to evaluate the quality of research, the authors advance the criteria to encourage historians to generate more transparent narratives. Such transparency allows others to comprehend and comment on the construction of narratives, thereby building trust and understanding. Each criterion is converted into a set of guiding principles to enhance the trustworthiness of historical research, pairing each principle with a practical technique gleaned from a range of disciplines within the social sciences to provide practical guidance.