China Europe International Business School
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Central and Eastern Europe HORIZON
No full text本期看点：克罗地亚：绿电创新高，但进口依赖仍存斯洛文尼亚：新车销量增速破十年纪录，中企加速布局波兰：成功挫败针对能源设施的网络攻击，网络安全形势趋紧中东欧军工巨头赴阿姆斯特丹上市，军工产业持续扩
Stress mindset patterns among adolescents and adults
No full textStress is a common part of daily life. Some individuals perceive it as positive and performance-enhancing, while others view it as negative and performance-impairing. This belief about the nature of stress is known as stress mindset (Crum et al., 2013). Two widely recognized stress mindsets are "stress-is-debilitating" and "stress-is-enhancing." However, due to the heterogeneity within stress mindsets, it remains unclear if additional profiles exist beyond this dichotomy. Furthermore, there may be differences in stress mindsets between adolescents and adults, given their varying levels of maturity. Therefore, this study adopts a person-oriented approach to examine the profiles of stress mindset among both adolescents and adults
Voices from the Field: A Mixed-Methods Exploration of PTSD, Complex_PTSD, Moral Injury,Among Mass Graves Workers in libya
No full textThis study explores the psychological experiences of mass graves workers in Libya, who are responsible for recovering and identifying human remains in challenging and emotionally demanding conditions. Using a mixed-methods approach, the research examines symptoms of post-traumatic stress, complex PTSD, and moral injury among these workers. The findings aim to inform the development of trauma-informed support systems and workplace practices that protect the mental health of this essential but often overlooked
Systemic inflammation and metabolic syndrome components in threshold/subthreshold posttraumatic stress disorder and food addiction in a Polish community sample
No full textListen to your Graduate Students: Using Howard Hughes Medical Institute Gilliam Fellow Experiences to Model the Role of National Cohort STEMM Interventions
No full textAs a national, “cohort model” intervention to foster inclusion in the Biomedical and Life Sciences, the Howard Hughes Medical Institute (HHMI) Gilliam Fellows Program has been funding and supporting graduate students with identities marginalized and excluded in STEMM spaces since 2005. During that time, over 200 Gilliam Fellows have completed their PhD programs at a rate of 96.8%. That time has also seen significant programmatic evolution, at times informed by Fellow voices, that has focused on fostering community, developing mentorship skills among advisors, and supporting the Fellows through their PhD training. Including the voices of communities served by a program is part of best practices for continued programmatic improvement. Here, we use a grounded theory approach to analyze Gilliam Fellow short answer survey responses across five cohorts (2016 - 2021). Short answer responses were rich (ranging from 2 to 281 words), and confirm the previously described value of cohorts in providing psychosocial support, fostering a sense of belonging, and integrating the identity of students. In addition to fostering community, we find that the professional development needs of Gilliam Fellows are many and varied. These professional development needs largely reflect diverse career interests from Fellows and a lack of programming or protected time at their own home graduate programs and institutions. Trainees see the Gilliam program, and HHMI leadership by extension, as well positioned to support Fellows at the individual level and drive meaningful policy and programming change across the academic landscape. These results provide important insights for development of next generation cohort interventions that address the rapidly changing academic training landscape and needs of the trainees it serves
When the Moon is Jealous of the Stars: Implications of Informal Leadership for Supervisor Downward Jealousy and Their Treatment of Other Subordinates
No full textInformal leadership has received considerable attention over the last decade, yet the literature remains unclear about the interpersonal dynamics in teams where both informal and formal leadership coexist. Integrating the social functional view of emotions with recent theoretical advancements on workplace jealousy, we propose a theoretical model that explains how supervisors react emotionally and behaviorally to informal leadership. Specifically, we theorize that, when an informal leader is highly competent, their informal leadership will elicit supervisor downward jealousy stemming from the supervisor’s fear of losing valued relationships with the other subordinates; and this jealousy, in turn, will prompt more supervisor support and less abusive supervision toward the other subordinates who are also highly competent. We adopted a multiwave, multisource field study and an experiment using the critical incident technique to test our model and hypotheses. Results across these studies consistently supported our predictions. We discuss the theoretical and practical implications as well as future research directions of our work
Improving Time Series Classification with Redundant Information for Visual Pattern Discovery
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CEOs' abusive behaviors and firm performance:The roles of TMT behavioral integration and task interdependence
No full textDrawing upon a structural contingency perspective, our research investigates how and under what conditions chief executive officers’ (CEOs’) abusive behaviors influence firm performance. Using four-wave, multi-source data from 131 small and medium-sized firms in various industries in China, we theorize and find that top management team (TMT) behavioral integration mediates the negative relationship between CEOs’ abusive behaviors and firm performance. More importantly, TMT task interdependence serves as an essential structural condition. Specifically, the negative indirect effect of CEOs’ abusive behaviors on firm performance through diminished TMT behavioral integration becomes stronger under higher levels of TMT task interdependence. Our research advances upper echelons theory by incorporating structural design of organizations into the study of destructive leadership at the top echelon. It also extends the abusive supervision literature by reinforcing evidence of CEOs’ detrimental behaviors at the organizational level and specifying when such harm is more pronounced