A meta-analytic review of stand-alone interventions to improve body image

Objective Numerous stand-alone interventions to improve body image have been developed. The present review used meta-analysis to estimate the effectiveness of such interventions, and to identify the specific change techniques that lead to improvement in body image. Methods The inclusion criteria were that (a) the intervention was stand-alone (i.e., solely focused on improving body image), (b) a control group was used, (c) participants were randomly assigned to conditions, and (d) at least one pretest and one posttest measure of body image was taken. Effect sizes were meta-analysed and moderator analyses were conducted. A taxonomy of 48 change techniques used in interventions targeted at body image was developed; all interventions were coded using this taxonomy. Results The literature search identified 62 tests of interventions (N = 3,846). Interventions produced a small-to-medium improvement in body image (d+ = 0.38), a small-to-medium reduction in beauty ideal internalisation (d+ = -0.37), and a large reduction in social comparison tendencies (d+ = -0.72). However, the effect size for body image was inflated by bias both within and across studies, and was reliable but of small magnitude once corrections for bias were applied. Effect sizes for the other outcomes were no longer reliable once corrections for bias were applied. Several features of the sample, intervention, and methodology moderated intervention effects. Twelve change techniques were associated with improvements in body image, and three techniques were contra-indicated. Conclusions The findings show that interventions engender only small improvements in body image, and underline the need for large-scale, high-quality trials in this area. The review identifies effective techniques that could be deployed in future interventions

Human resources and international joint venture performance: a system perspective

Building on general systems theory, we argue that the multi-system nature of the international joint venture (IJV) drives two distinct but inter-related sets of human resource (HR) issues: a set whose core is mainly within the venture subsystem (within-IJV HR set), producing a detrimental impact on venture performance; and a set associated mainly with the relational tension along the interface between the parent and the venture subsystem (relational/interface HR set). The relational set is detrimental at the system level, but actually has a positive performance impact at the venture subsystem level. Hierarchical regression results from a sample of 265 China-based IJVs offer support for the above hypotheses developed around the two sets of HR issues. We discuss implications for IJV theory, research, and practice. Journal of International Business Studies (2005), 36, 505–518. doi:10.1057/palgrave.jibs.8400154