Edward Bishop Smith

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T competing predictions about the effect of status on performance appear in the organizational theory and sociological literatures. On one hand, various researchers have asserted that status improves performance. This line of work emphasizes tangible and intangible resources that accrue to occupants of high-status positions and therefore pictures status as(More)
W develop a dynamic cognitive model of network activation and show that people at different status levels spontaneously activate, or call to mind, different subsections of their networks when faced with job threat. Using a multimethod approach (General Social Survey data and a laboratory experiment), we find that, under conditions of job threat, people with(More)
Using a dynamic cognitive model, we experimentally test two competing hypotheses that link identity and cognitive network activation during times of change. On one hand, affirming people's sense of power might give them confidence to think beyond the densest subsections of their social networks. Alternatively, if such power affirmations conflict with(More)
The recent mortality of up to 20% of forests and woodlands in the southwestern United States, along with declining stream flows and projected future water shortages, heightens the need to understand how management practices can enhance forest resilience and functioning under unprecedented scales of drought and wildfire. To address this challenge, a(More)
Although diversity provides teams with a variety of advantages, the diversity–performance connection is not always positive. This paper identifies three performance issues that naturally result from diversity and suggests a potential solution for each of them. First, the positive effects associated with diversity often decay over time, in part because(More)
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