Fourlined Plant Bug (Hemiptera: Miridae), a Reappraisal: Life History, Host Plants, and Plant Response to Feeding

Phenology of the fourlined plant bug, Poecilocapsus lineatus, is presented for southcen- tral Pennsylvania; life history and habits are re-examined. Although breeding was previously thought to occur only on woody plants, we found that nymphs develop on numerous herbs. An extensive list of hosts, more than 250 species in 57 families, is compiled from the literature and the authors\u27 observations; preferences are noted for plants in the Labiatae, Solanaceae, and Compositae. Damage consists of lesions on foliage, the size and shape of the spots varying with leaf texture, pubescence, and venation. Plant response to feeding is immediately visible, the lesions seeming to appear simultaneously with insertion of the bug\u27s stylets. Histolysis of plant tissues, the most rapid response to mind feeding yet reported, is attributed to a potent lipid enzyme whose active constituents are under investigation

Quantifying the Differences in Binding Affinity of Reduced Glutathione for Glutathione S-Transferase at pH 6.5 and 8.5 Using Isothermal Titration Calorimetry

The binding affinity between an enzyme and its substrate is often dependent on the pH of the local environment. Knowing the pH at which reduced glutathione (GSH) binds with the highest affinity to the enzyme glutathione S-transferase (GST) is useful for determining the optimal pH for purification of GST-fusion proteins during GST-affinity chromatography. In this study, GST of the species Schistosoma japonicum was purified, quantified, and utilized to study its binding interaction with GSH at pH 6.5 and 8.5 via isothermal titration calorimetry (ITC). After protein expression, extraction, and purification, the GST concentration was quantified using QubitTM fluorometry. Thermodynamic properties and a dissociation constant (KD) for each experiment were obtained utilizing the MicroCal PEAQ-ITC Analysis Software for the binding of GSH to GST at pH 6.5 and 8.5. Statistical analysis of the technical replicate data was performed to obtain an average and standard deviation of the KD at each pH point. The results indicate a statistically significant difference (

The Economic Effectiveness of the Cotton Checkoff Program

This report is an empirical analysis of the effectiveness of the marketing/promotion, nonagricultural research, and agricultural research activities associated with the cotton checkoff program over the period of 1986/87 through 2004/05. The analysis is based on a multi-equation, econometric, non-spatial, price equilibrium simulation model of U.S. and foreign fiber markets using annual data. The key average annual impacts of the cotton checkoff program on U.S. and foreign cotton and man-made fiber markets and their associated textile markets are reported. The results show that the returns to cotton producers as well as to cotton importers from the cotton checkoff program are positive. The average discounted benefit-cost ratios (BCR) for the cotton checkoff program were found to be 5.7 for domestic cotton producers and 14.4 for importers. The higher BCR for importers reflects revenue gains not only from additional sales of cotton fiber textiles but also from additional “spillover” sales of man-made fiber textiles prompted by the cotton checkoff program. The results also show that U.S. taxpayers are better off because the cotton checkoff program has tended to reduce government outlays directed to cotton farmers. The analysis also finds that neither U.S. producers nor importers pay the full cost of the checkoff assessments. Finally, cotton checkoff expenditures on agricultural research were found to have positively and significantly affected U.S. cotton yields with no discernible effects on cotton harvested acreage.Cotton, Cotton Checkoff, Checkoff Program, Cotton Program, Crop Production/Industries, Demand and Price Analysis, Marketing,

Is Lamb Promotion Working?

This objective of this study is to determine whether the advertising and promotion dollars collected and spent by the American Lamb Board on lamb promotion since the inception of the Lamb Checkoff Program have effectively increased lamb consumption in the United States. The main conclusion is that program has resulted in roughly 7.6 additional pounds of total lamb consumption per dollar spent on advertising and promotion and $41.59 in additional lamb sales per dollar spent on advertising and promotion.Lamb, Lamb Promotion, Livestock Production/Industries, Marketing,

Measuring the Effectiveness of Lamb Advertising and Promotion: An Updated Analysis

This report updates a previous tentative analysis of the effectiveness of the Lamb Checkoff Program in shifting out the demand for American lamb. The main conclusion is that program has resulted in roughly 8.4 additional pounds of total lamb consumption per dollar spent on advertising and promotion and $44.60 in additional lamb sales per dollar spent on advertising and promotion.Lamb, Advertising, Lamb Promotion, Livestock Production/Industries, Marketing,

Measuring the Effectiveness of Checkoff Programs

Marketing, Q13, M31, M37,

TRADE AGREEMENTS, COMPETITION, AND THE ENVIRONMENT: GRIDLOCK AT THE CROSSROADS

Environmental Economics and Policy, International Relations/Trade,

Strategic Human Resources in Casino Operations: Revealing the Perceptions of Casino Operators and Human Resource Leaders

The casino industry in America continues to grow. As the industry expands, the competition for revenue generation and market share increases. This requires the ability to differentiate from the competition and create competitive advantage, within a highly commoditized industry. In service of this need, capable gaming executives are necessary to design and execute the strategy required. Human resource (HR) leaders are not immune from this requirement. Human resource leaders are in an excellent position to create an HR strategy aligned with organizational strategy to capitalize on an employers’ workforce in support of differentiation and sustained competitive advantage. Six research objectives were established for this study to describe the perceptions of casino HR leaders and casino business-unit leaders relating to the perceived value of the HR function as a viable method to achieving sustained competitive advantage in the Mississippi casino industry. The study employed a cross-sectional, non-experimental, descriptive research design and a 23-question survey to collect descriptive, quantitative, and qualitative data. The researcher used online survey software to distribute the survey and collect data. The population consisted of approximately 294 property-level HR and Business-Unit Leaders employed in the Mississippi casino industry. Study results revealed a majority of respondents were college graduates, between the ages of 30-59 years of age and averaged approximately 18 years of experience in the gaming industry, and approximately 14 years in the Mississippi casino industry. Findings demonstrate a perception gap between HR Leader and Business-Unit Leader Groups in many areas. HR leaders overvalue their contribution to strategy development and business partnership compared to the business-unit group’s perception. HR leaders perceive their understanding of human capital and their ability to add value through talent decisions more than the management group. However, business-unit leaders perceive real value in the HR function more than just as a cost-based center of operation, and perceive the HR leaders to have the business skills necessary to be successful in the Mississippi gaming industry. Both groups report satisfaction with the HR leader’s knowledge and skills, although HR leader rank their satisfaction higher than management. However, management perceives HR leaders spend more time in file maintenance roles and less time in strategic business partnership. Although there were several benefits and barriers of achieving strategic HR alignment, the HR leader’s cross-functional knowledge was both a potential benefit and barrier to achieving alignment. Although HR has some role in strategy in Mississippi casinos, it is not as a full business partner. Results demonstrate HR plays more of a strategy implementation role. Analysis indicates when HR’s perceived role in strategy increases, anticipation of HR budget growth and HR inclusion in strategy formulation increases. Both groups perceive the HR function in Mississippi casinos has the potential to help create a sustained competitive advantage for casino organizations. Additionally, as perception of an integrated HR strategy increases, the perception of HR as a competitive differentiator and source of sustained competitive advantage increases. Recommendations for research include replicating the study in Mississippi during a period of economic growth for Mississippi casinos to account for the financial declines associated with the recession and the BP oil spill. Study replication in other jurisdictions would determine if the results of this study remain constant in other states. Additional research is warranted to understand how other casino departments add value to casinos’ strategic positioning