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This article analyses incremental institutional change and subsequent organizational and performance outcomes of the digital transformation from a comparative perspective. Through 31 expert interviews, the authors compare two digitalized public services in Germany. Two digitalization approaches are identified. The voluntary, decentralized bottom-up approach involves layering of new rules, limited organizational restructuring, and performance deficits. Conversely, the compulsory, top-down approach with centralized control facilitates displacement of existing rules and far-reaching organizational change; in this study, it is also associated with improved performance.
Findings in the extant literature are mixed concerning when and how gender diversity benefits team performance. We develop and test a model that posits that gender-diverse teams outperform gender-homogeneous teams when perceived time pressure is low, whereas the opposite is the case when perceived time pressure is high. Drawing on the categorization-elaboration model (CEM; van Knippenberg, De Dreu, & Homan, 2004), we begin with the assumption that information elaboration is the process whereby gender diversity fosters positive effects on team performance. However, also in line with the CEM, we argue that this process can be disrupted by adverse team dynamics. Specifically, we argue that as time pressure increases, higher gender diversity leads to more team withdrawal, which, in turn, moderates the positive indirect effect of gender diversity on team performance via information elaboration such that this effect becomes weaker as team withdrawal increases. In an experimental study of 142 four-person teams, we found support for this model that explains why perceived time pressure affects the performance of gender-diverse teams more negatively than that of gender-homogeneous teams. Our study sheds new light on when and how gender diversity can become either an asset or a liability for team performance.
While previous research underscores the role of leaders in stimulating employee voice behaviour, comparatively little is known about what affects leaders' support for such constructive but potentially threatening employee behaviours. We introduce leader member exchange quality (LMX) as a central predictor of leaders' support for employees' ideas for constructive change. Apart from a general benefit of high LMX for leaders' idea support, we propose that high LMX is particularly critical to leaders' idea support if the idea voiced by an employee constitutes a power threat to the leader. We investigate leaders' attribution of prosocial and egoistic employee intentions as mediators of these effects. Hypotheses were tested in a quasi-experimental vignette study (N = 160), in which leaders evaluated a simulated employee idea, and a field study (N = 133), in which leaders evaluated an idea that had been voiced to them at work. Results show an indirect effect of LMX on leaders' idea support via attributed prosocial intentions but not via attributed egoistic intentions, and a buffering effect of high LMX on the negative effect of power threat on leaders' idea support. Results differed across studies with regard to the main effect of LMX on idea support.
International organizations (IOs) experience significant variation in their decision-making performance, or the extent to which they produce policy output. While some IOs are efficient decision-making machineries, others are plagued by deadlock. How can such variation be explained? Examining this question, the article makes three central contributions. First, we approach performance by looking at IO decision-making in terms of policy output and introduce an original measure of decision-making performance that captures annual growth rates in IO output. Second, we offer a novel theoretical explanation for decision-making performance. This account highlights the role of institutional design, pointing to how majoritarian decision rules, delegation of authority to supranational institutions, and access for transnational actors (TNAs) interact to affect decision-making. Third, we offer the first comparative assessment of the decision-making performance of IOs. While previous literature addresses single IOs, we explore decision-making across a broad spectrum of 30 IOs from 1980 to 2011. Our analysis indicates that IO decision-making performance varies across and within IOs. We find broad support for our theoretical account, showing the combined effect of institutional design features in shaping decision-making performance. Notably, TNA access has a positive effect on decision-making performance when pooling is greater, and delegation has a positive effect when TNA access is higher. We also find that pooling has an independent, positive effect on decision-making performance. All-in-all, these findings suggest that the institutional design of IOs matters for their decision-making performance, primarily in more complex ways than expected in earlier research.
Purpose: To examine the effects of loaded (LPJT) versus unloaded plyometric jump training (UPJT) programs on measures of muscle power, speed, change of direction (CoD), and kicking-distance performance in prepubertal male soccer players. Methods: Participants (N = 29) were randomly assigned to a LPJT group (n = 13; age = 13.0 [0.7] y) using weighted vests or UPJT group (n = 16; age = 13.0 [0.5] y) using body mass only. Before and after the intervention, tests for the assessment of proxies of muscle power (ie, countermovement jump, standing long jump); speed (ie, 5-, 10-, and 20-m sprint); CoD (ie, Illinois CoD test, modified 505 agility test); and kicking-distance were conducted. Data were analyzed using magnitude-based inferences. Results: Within-group analyses for the LPJT group showed large and very large improvements for 10-m sprint time (effect size [ES] = 2.00) and modified 505 CoD (ES = 2.83) tests, respectively. For the same group, moderate improvements were observed for the Illinois CoD test (ES = 0.61), 5- and 20-m sprint time test (ES = 1.00 for both the tests), countermovement jump test (ES = 1.00), and the maximal kicking-distance test (ES = 0.90). Small enhancements in the standing long jump test (ES = 0.50) were apparent. Regarding the UPJT group, small improvements were observed for all tests (ES = 0.33-0.57), except 5- and 10-m sprint time (ES = 1.00 and 0.63, respectively). Between-group analyses favored the LPJT group for the modified 505 CoD (ES = 0.61), standing long jump (ES = 0.50), and maximal kicking-distance tests (ES = 0.57), but not for the 5-m sprint time test (ES = 1.00). Only trivial between-group differences were shown for the remaining tests (ES = 0.00-0.09). Conclusion: Overall, LPJT appears to be more effective than UPJT in improving measures of muscle power, speed, CoD, and kicking-distance performance in prepubertal male soccer players.
Background:
COVID-19 has infected millions of people worldwide and is responsible for several hundred thousand fatalities. The COVID-19 pandemic has necessitated thoughtful resource allocation and early identification of high-risk patients. However, effective methods to meet these needs are lacking.
Objective:
The aims of this study were to analyze the electronic health records (EHRs) of patients who tested positive for COVID-19 and were admitted to hospitals in the Mount Sinai Health System in New York City; to develop machine learning models for making predictions about the hospital course of the patients over clinically meaningful time horizons based on patient characteristics at admission; and to assess the performance of these models at multiple hospitals and time points.
Methods:
We used Extreme Gradient Boosting (XGBoost) and baseline comparator models to predict in-hospital mortality and critical events at time windows of 3, 5, 7, and 10 days from admission. Our study population included harmonized EHR data from five hospitals in New York City for 4098 COVID-19-positive patients admitted from March 15 to May 22, 2020. The models were first trained on patients from a single hospital (n=1514) before or on May 1, externally validated on patients from four other hospitals (n=2201) before or on May 1, and prospectively validated on all patients after May 1 (n=383). Finally, we established model interpretability to identify and rank variables that drive model predictions.
Results:
Upon cross-validation, the XGBoost classifier outperformed baseline models, with an area under the receiver operating characteristic curve (AUC-ROC) for mortality of 0.89 at 3 days, 0.85 at 5 and 7 days, and 0.84 at 10 days. XGBoost also performed well for critical event prediction, with an AUC-ROC of 0.80 at 3 days, 0.79 at 5 days, 0.80 at 7 days, and 0.81 at 10 days. In external validation, XGBoost achieved an AUC-ROC of 0.88 at 3 days, 0.86 at 5 days, 0.86 at 7 days, and 0.84 at 10 days for mortality prediction. Similarly, the unimputed XGBoost model achieved an AUC-ROC of 0.78 at 3 days, 0.79 at 5 days, 0.80 at 7 days, and 0.81 at 10 days. Trends in performance on prospective validation sets were similar. At 7 days, acute kidney injury on admission, elevated LDH, tachypnea, and hyperglycemia were the strongest drivers of critical event prediction, while higher age, anion gap, and C-reactive protein were the strongest drivers of mortality prediction.
Conclusions:
We externally and prospectively trained and validated machine learning models for mortality and critical events for patients with COVID-19 at different time horizons. These models identified at-risk patients and uncovered underlying relationships that predicted outcomes.
Strategic management is the deliberate engagement of an administration with the challenges of fulfilling its mission and ensuring and improving its ability to act by clarifying measures of success, an understanding of how to influence patterns of action, and organiza-tional learning. In this respect, it is not just about planning, but about an understanding of the emerging strategies of the administration in fulfilling its tasks and the use of opportunities for performance improvement, taking into account stakeholder expectations, resource base and organizational capabilities.
Findings in the extant literature are mixed concerning when and how gender diversity benefits team performance. We develop and test a model that posits that gender-diverse teams outperform gender-homogeneous teams when perceived time pressure is low, whereas the opposite is the case when perceived time pressure is high. Drawing on the categorization-elaboration model (CEM; van Knippenberg, De Dreu, & Homan, 2004), we begin with the assumption that information elaboration is the process whereby gender diversity fosters positive effects on team performance. However, also in line with the CEM, we argue that this process can be disrupted by adverse team dynamics. Specifically, we argue that as time pressure increases, higher gender diversity leads to more team withdrawal, which, in turn, moderates the positive indirect effect of gender diversity on team performance via information elaboration such that this effect becomes weaker as team withdrawal increases. In an experimental study of 142 four-person teams, we found support for this model that explains why perceived time pressure affects the performance of gender-diverse teams more negatively than that of gender-homogeneous teams. Our study sheds new light on when and how gender diversity can become either an asset or a liability for team performance.
Purpose Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance. Design/methodology/approach The paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company. Findings Multilevel mediation analysis (N = 154) supports the mediation model. Originality/value The paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.
Field-based sports require athletes to run sub-maximally over significant distances, often while contending with dynamic perturbations to preferred coordination patterns. The ability to adapt movement to maintain performance under such perturbations appears to be trainable through exposure to task variability, which encourages movement variability. The aim of the present study was to investigate the extent to which various wearable resistance loading magnitudes alter coordination and induce movement variability during running. To investigate this, 14 participants (three female and 11 male) performed 10 sub-maximal velocity shuttle runs with either no weight, 1%, 3%, or 5% of body weight attached to the lower limbs. Sagittal plane lower limb joint kinematics from one complete stride cycle in each run were assessed using functional data analysis techniques, both across the participant group and within-individuals. At the group-level, decreases in ankle plantarflexion following toe-off were evident in the 3% and 5% conditions, while increased knee flexion occurred during weight acceptance in the 5% condition compared with unloaded running. At the individual-level, between-run joint angle profiles varied, with six participants exhibiting increased joint angle variability in one or more loading conditions compared with unloaded running. Loading of 5% decreased between-run ankle joint variability among two individuals, likely in accordance with the need to manage increased system load or the novelty of the task. In terms of joint coordination, the most considerable alterations to coordination occurred in the 5% loading condition at the hip-knee joint pair, however, only a minority of participants exhibited this tendency. Coaches should prescribe wearable resistance individually to perturb preferred coordination patterns and encourage movement variability without loading to the extent that movement options become limited.