Transformation of State Fish & Wildlife Agencies Ensuring the Future of Conservation in a Rapidly Changing World

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Toward an Understanding of Beaver Management as Human and Beaver Densities Increase

Estimates of beaver (Castor canadensis) density play an important role in wildlife managers’ decisions about beaver population management, because managers anticipate higher incidence of problem complaints when a beaver population increases. To manage the impacts of beavers in an urbanizing landscape, managers need better information on changes in stakeholder beliefs and attitudes as beaver and human densities reach high levels. We conducted additional analysis of data collected in 2002 through mail surveys of residents in New York and Massachusetts to test hypothesized relationships between beaver density and damage experience, attitudes toward beavers, and norms about beaver management actions. Consistent with previous research, we found a correlation between personal experience with beaver-related problems, lower acceptance capacity for beavers, and higher acceptability of lethal beaver management actions. In comparison to residents living in areas with low beaver density, residents of areas with high beaver density were more likely to: experience beaver-related problems; believe that beaver-related damage had greatly increased in their area; express a preference for beaver population reduction; express less tolerant attitudes toward beaver presence; and accept lethal control of beavers as a response to beaver-related problems. These findings add to understanding of wildlife acceptance capacity, generally, and tolerance of beavers specifically. Based on our findings, we propose a conceptual model representing key dynamic interrelationships between stakeholder attitudes, norms, and common beaver management practices. We discuss a causal loop diagram representing the model to illuminate the challenges wildlife managers are likely to face as the context for beaver management changes. The model articulates the dynamic complexity of urban beaver management and fills a gap in the literature by conceptualizing beaver management as a coupled human–natural system. Such models may aid communication in locales where high densities of beaver and people set the stage for human–wildlife conflict and emergence of disruptive wildlife management issues

Law of Genome Evolution Direction : Coding Information Quantity Grows

The problem of the directionality of genome evolution is studied. Based on the analysis of C-value paradox and the evolution of genome size we propose that the function-coding information quantity of a genome always grows in the course of evolution through sequence duplication, expansion of code, and gene transfer from outside. The function-coding information quantity of a genome consists of two parts, p-coding information quantity which encodes functional protein and n-coding information quantity which encodes other functional elements except amino acid sequence. The evidences on the evolutionary law about the function-coding information quantity are listed. The needs of function is the motive force for the expansion of coding information quantity and the information quantity expansion is the way to make functional innovation and extension for a species. So, the increase of coding information quantity of a genome is a measure of the acquired new function and it determines the directionality of genome evolution.Comment: 16 page

Engaging Undergraduates in Science Research: Not Just About Faculty Willingness.

Despite the many benefits of involving undergraduates in research and the growing number of undergraduate research programs, few scholars have investigated the factors that affect faculty members' decisions to involve undergraduates in their research projects. We investigated the individual factors and institutional contexts that predict faculty members' likelihood of engaging undergraduates in their research project(s). Using data from the Higher Education Research Institute's 2007-2008 Faculty Survey, we employ hierarchical generalized linear modeling to analyze data from 4,832 science, technology, engineering, and mathematics (STEM) faculty across 194 institutions to examine how organizational citizenship behavior theory and social exchange theory relate to mentoring students in research. Key findings show that faculty who work in the life sciences and those who receive government funding for their research are more likely to involve undergraduates in their research project(s). In addition, faculty at liberal arts or historically Black colleges are significantly more likely to involve undergraduate students in research. Implications for advancing undergraduate research opportunities are discussed

Willing and able: action-state orientation and the relation between procedural justice and employee cooperation

Existing justice theory explains why fair procedures motivate employees to adopt cooperative goals, but it fails to explain how employees strive towards these goals. We study self-regulatory abilities that underlie goal striving; abilities that should thus affect employees’ display of cooperative behavior in response to procedural justice. Building on action control theory, we argue that employees who display effective self-regulatory strategies (action oriented employees) display relatively strong cooperative behavioral responses to fair procedures. A multisource field study and a laboratory experiment support this prediction. A subsequent experiment addresses the process underlying this effect by explicitly showing that action orientation facilitates attainment of the cooperative goals that people adopt in response to fair procedures, thus facilitating the display of actual cooperative behavior. This goal striving approach better integrates research on the relationship between procedural justice and employee cooperation in the self-regulation and the work motivation literature. It also offers organizations a new perspective on making procedural justice effective in stimulating employee cooperation by suggesting factors that help employees reach their adopted goals

Spatial Processes Decouple Management from Objectives in a Heterogeneous Landscape: Predator Control as a Case Study

Predator control is often implemented with the intent of disrupting top‐down regulation in sensitive prey populations. However, ambiguity surrounding the efficacy of predator management, as well as the strength of top‐down effects of predators in general, is often exacerbated by the spatially implicit analytical approaches used in assessing data with explicit spatial structure. Here, we highlight the importance of considering spatial context in the case of a predator control study in south‐central Utah. We assessed the spatial match between aerial removal risk in coyotes (Canis latrans) and mule deer (Odocoileus hemionus) resource selection during parturition using a spatially explicit, multi‐level Bayesian model. With our model, we were able to evaluate spatial congruence between management action (i.e., coyote removal) and objective (i.e., parturient deer site selection) at two distinct scales: the level of the management unit and the individual coyote removal. In the case of the former, our results indicated substantial spatial heterogeneity in expected congruence between removal risk and parturient deer site selection across large areas, and is a reflection of logistical constraints acting on the management strategy and differences in space use between the two species. At the level of the individual removal, we demonstrated that the potential management benefits of a removed coyote were highly variable across all individuals removed and in many cases, spatially distinct from parturient deer resource selection. Our methods and results provide a means of evaluating where we might anticipate an impact of predator control, while emphasizing the need to weight individual removals based on spatial proximity to management objectives in any assessment of large‐scale predator control. Although we highlight the importance of spatial context in assessments of predator control strategy, we believe our methods are readily generalizable in any management or large‐scale experimental framework where spatial context is likely an important driver of outcomes

What is the role of emotions in educational leaders’ decision making? Proposing an organizing framework

Purpose: Emotions have a pervasive, predictable, sometimes deleterious but other times instrumental effect on decision making. Yet the influence of emotions on educational leaders’ decision making has been largely underexplored. To optimize educational leaders’ decision making, this article builds on the prevailing data-driven decision-making approach, and proposes an organizing framework of educational leaders’ emotions in decision making by drawing on converging empirical evidence from multiple disciplines (e.g., administrative science, psychology, behavioral economics, cognitive neuroscience, and neuroeconomics) intersecting emotions, decision making, and organizational behavior. Proposed Framework: The proposed organizing framework of educational leaders’ emotions in decision making includes four core propositions: (1) decisions are the outcomes of the interactions between emotions and cognition; (2) at the moment of decision making, emotions have a pervasive, predictable impact on decision making; (3) before making decisions, leaders’ individual differences (e.g., trait affect and power) and organizational contexts (e.g., organizational justice and emotional contagion) have a bearing on leaders’ emotions and decision making; and (4) postdecision behavioral responses trigger more emotions (e.g., regret, guilt, and shame) which, in turn, influence the next cycle of decision-making process. Implications: The proposed framework calls for not only an intensified scholarly inquiry into educational leaders’ emotions and decision making but also an adequate training on emotions in school leadership preparation programs and professional development

Motivated to be socially mindful: Explaining age differences in the effect of employees’ contact quality with coworkers on their coworker support

In this research, we examine how high-quality contact can facilitate employees’ coworker support and explain why the benefits of high-quality contact are contingent upon age. First, we employ a social mindfulness lens to decipher the motivational mechanisms of high-quality contact with coworkers on providing coworker support via coworker-oriented perspective taking and empathic concern. Second, we utilize socioemotional selectivity theory to overcome the current age-blind view on workplace interactions and examine the indirect moderating effect of age via future time perspective on the link between contact quality, social mindfulness, and coworker support. We tested our hypotheses based on data from a sample of 575 employees collected in three waves. Results showed that both coworker-oriented perspective taking and empathic concern mediated the positive effects of contact quality on coworker support. The effect of contact quality on coworker-oriented empathic concern was stronger for older employees with a more constrained future time perspective as compared to younger employees with a more extensive future time perspective. Overall, we extend research on aging, workplace interactions, and support behavior by linking the literature on these topics using a social mindfulness lens and by adding employee age and age-related mechanisms as important boundary conditions that qualify the outcomes of positive workplace contact

How fair versus how long: An integrative theory‐based examination of procedural justice and procedural timeliness

Although studies have linked procedural justice to a range of positive attitudes and behaviors, the focus on justice has neglected other aspects of decision‐making procedures. We explore one of those neglected aspects: procedural timeliness—defined as the degree to which procedures are started and completed within an acceptable time frame. Do employees react to how long a procedure takes, not just how fair it seems to be? To explore that question, we examined the potential effects of procedural timeliness using six theories created to explain the benefits of procedural justice. This integrative theory‐based approach allowed us to explore whether “how long” had unique effects apart from “how fair.” The results of a three‐wave, two‐source field study showed that procedural timeliness had a significant indirect effect on citizenship behavior through many of the theory‐based mechanisms, even when controlling for procedural justice. A laboratory study then replicated those effects while distinguishing procedures that were too fast versus too slow. We discuss the implications of our results for research on fostering citizenship behavior and improving supervisors’ decision‐making procedures

Organizational commitment, knowledge sharing and organizational citizenship behaviour: the case of the Taiwanese semiconductor industry

[[abstract]]The semiconductor industry has made great contributions to Taiwan’s economy in the past 20 years. Because of competitive salaries and generous fringe benefits, some famous semiconductor manufacturers have become the best choice for students right after graduation. However, such magnetic effect has gradually faded away in the face of implementation of expensive employee bonuses. In a changeable environment, sharing knowledge will maintain organizational competitiveness and improve employees’ cohesion. As the semiconductor industry is characterized by a low-wage and high-turnover rate, the incurred job insecurities and career uncertainties have begun to force employees to change their cohesion, loyalty to organizations and even to reduce their willingness to share knowledge with others. This study aims to explore the relationships among organizational commitment (OC), knowledge sharing (KS) and organizational citizenship behavior (OCB) in the Taiwanese semiconductor industry. On the basis of 428 subjects, the results show that KS has a partial mediating effect on the OC–OCB relationship.[[notice]]補正完畢[[journaltype]]國外[[incitationindex]]SSCI[[ispeerreviewed]]Y[[booktype]]紙本[[countrycodes]]GB