Southwest Missouri's changing farm supply picture

March, 1990"This study was partially funded by the Agricultural Cooperative Service, USDA, under cooperative agreement 58-3J321-50018"Includes bibliographical references (page 21)

Departmental savings and loss characteristics for 12 locally owned farmer cooperatives, 1985

New 10/87/550--Cover

Changes in financial performance, Missouri local form supply cooperatives, 1983-1985

Title from JPEG cover page (University of Missouri Digital Library, viewed Mar. 24, 2010)

Formation and interactions of cold and ultracold molecules: new challenges for interdisciplinary physics

Progress on researches in the field of molecules at cold and ultracold temperatures is reported in this review. It covers extensively the experimental methods to produce, detect and characterize cold and ultracold molecules including association of ultracold atoms, deceleration by external fields and kinematic cooling. Confinement of molecules in different kinds of traps is also discussed. The basic theoretical issues related to the knowledge of the molecular structure, the atom-molecule and molecule-molecule mutual interactions, and to their possible manipulation and control with external fields, are reviewed. A short discussion on the broad area of applications completes the review.Comment: to appear in Reports on Progress in Physic

Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity

Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses when employees are proactive, because extraverted leaders are less receptive to proactivity. In Study 1, pizza stores with leaders rated high (low) in extraversion achieved higher profits when employees were passive (proactive). Study 2 constructively replicates these findings in the laboratory: passive (proactive) groups achieved higher performance when leaders acted high (low) in extraversion. We discuss theoretical and practical implications for leadership and proactivity

Does proactive personality matter in leadership transitions? Effects of proactive personality on new leader identification and responses to new leaders and their change agendas

Despite the growing frequency of leadership transitions and their significant impact on team and organizational performance, little research has examined why and how teams develop an identification with a new leader or their subsequent receptiveness to the new leader’s change initiatives. Drawing from the contrast and congruence effects and the theoretical perspectives of leader identification, this study empirically tests a model in which the congruence of new leaders’ and their teams’ proactive personalities foster new leader identification, as well as the team’s behavioral responses to the new leader’s change agenda. This effect is strongest when the new leader’s proactive personality is higher than that of the former leader’s proactive personality (positive contrast). Our findings of a four-wave “before-and-after” transition survey of 155 hotel employees and 51 new leaders, achieved through polynomial regression analyses, proved very insightful. Essentially, we found that the congruence between a new leader’s and his/her team’s proactive personalities and the positive contrast between a former leader’s and the new leader’s proactive personalities enhanced new leader identification and the team’s shared identification with the new leader’s change agenda, and, thereby led the team to exhibit more behavioral engagement with, and voice behavior about, the new leader’s change agenda

Eyes wide open: perceived exploitation and its consequences

Drawing on the array of literature on exploitation from several social science disciplines, we propose a new way of seeing employer-employee relationships by introducing the concept of perceived exploitative employee-organization relationships, distinguish it from related concepts, and conduct five studies to develop a scale and test our theoretical model of the effects of such employee perceptions. Contributing to the Employee-Organization Relationships and workplace emotions literatures, perceived exploitation is defined as employees’ perceptions that they have been purposefully taken advantage of in their relationship with the organization, to the benefit of the organization itself. We propose and find that such perceptions are associated with both outward-focused emotions of anger and hostility toward the organization and inward-focused ones of shame and guilt at remaining in an exploitative job. In two studies including construction workers and a time-lagged study of medical residents, we find that the emotions of anger and hostility partially mediate the effects of perceived exploitation on employee engagement, revenge against the organization, organizational commitment, and turnover intentions, whereas the emotions of shame and guilt partially mediate the effects of perceived exploitation on employee burnout, silence, and psychological withdrawal

Sustainable design of biorefinery processes: existing practices and new methodology

Nowadays, eco-designing products is increasingly practiced. The next challenge for sustain- ability is to optimize production processes. Biorefi neries are particularly concerned with this improve- ment, because they use renewable resources. To identify the contribution of transformation processes to the overall environmental impacts, Life Cycle Assessment (LCA) appears as the adequate method. A literature review highlights that LCA is mainly performed on biorefi neries to compare biomass feed- stocks between them and to a fossil reference. Another part of environmental LCA compares the impacts of different processing routes. Nevertheless, these evaluations concern already designed pro- cesses. Generally, processes are considered as a unique operation in assessments. However, some criteria like operating can notably modify environmental burdens. The eco-design of biorefi nery pro- cesses can be guided by coupling process simulation to LCA. This method has been emerging in the chemical sector in recent years. Consequently, this paper proposes a new methodological approach to assessing the complete sustainability of biorefi nery processes, since its fi rst design stages. In addi- tion to coupling process simulation and environmental LCA, the other pillars of sustainability will be assessed. Indeed, Life Cycle Costing and Social Life Cycle Assessment can be performed to obtain an integrated methodological framework. The simultaneous optimization of the environmental, economic, and social performances of the process can lead to antagonist ways of improving. Consequently, compromises should be realized. Thereby, the multi-objective optimization can be accomplished by a metaheuristic method supported by a decision-making tool. Finally, the main limits of this method and some perspectives and ways for improving are discussed

Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity

Using a field experiment in the United Arab Emirates, we compared the impacts of directive and empowering leadership on customer-rated core task proficiency and proactive behaviors. Results of tests for main effects demonstrated that both directive and empowering leadership increased work unit core task proficiency, but only empowering leadership increased proactive behaviors. Examination of boundary conditions revealed that directive leadership enhanced proactive behaviors for work units that were highly satisfied with their leaders, whereas empowering leadership had stronger effects on both core task proficiency and proactive behaviors for work units that were less satisfied with their leaders. We discuss implications for both theory and practice. © Academy of Management Journal