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Articles 31 - 34 of 34
Full-Text Articles in Business
Using Pair Programming As A Collaborative Learning Approach To Support Students With Learning Disabilities Via Zoom Breakout Rooms, Ling Li, Li Da Xu, Yuming He, Wu He, Silvana M.R. Watson, Shana Pribesh, Debra A. Major, Elizabeth Langran (Ed.), Leanna Archambault (Ed.)
Using Pair Programming As A Collaborative Learning Approach To Support Students With Learning Disabilities Via Zoom Breakout Rooms, Ling Li, Li Da Xu, Yuming He, Wu He, Silvana M.R. Watson, Shana Pribesh, Debra A. Major, Elizabeth Langran (Ed.), Leanna Archambault (Ed.)
Information Technology & Decision Sciences Faculty Publications
Peer learning through pair programming is a type of collaborative learning that involves students working in pairs to discuss computer programming concepts or develop codes to solve problems. The Zoom breakout room method is applied to teach pair programming in a virtual classroom during the COVID-19 environment. By facilitating pair programming in a virtual learning environment, we gained valuable experience in promoting collaborative learning, active learning, and problem-based learning activities in a cloud setting.
Takin' Care Of Small Business: The Rise Of Stakeholder Influence, William P. Jimenez, Xiaohong (Violet) Xu, Emily D. Campion, Andrew A. Bennett
Takin' Care Of Small Business: The Rise Of Stakeholder Influence, William P. Jimenez, Xiaohong (Violet) Xu, Emily D. Campion, Andrew A. Bennett
Management Faculty Publications
In this Exchange, we consider three crucial boundary conditions that Barnett, Henriques, and Husted (2020) overlooked in their model of diminished stakeholder influence. Although we agree that social media platforms have weakened stakeholder influence in certain conditions, such is not the case for all firms, all stakeholders, or all situations. Drawing from socio-cognitive and self-determination theories, we contend that (a) independent, owner-managed small firms present a context wherein information overload is rendered less of an issue because the information about the firm is more salient to locals; (b) stakeholders can be motivated to influence firms via social media platforms, which …
Toward A More Perma(Nent) Conceptualization Of Worker Well-Being? A Cross-Cultural Study Of The Workplace Perma Profiler, William P. Jimenez, Xiaoxiao Hu, Rebecca Garden, Xiaofei Xie
Toward A More Perma(Nent) Conceptualization Of Worker Well-Being? A Cross-Cultural Study Of The Workplace Perma Profiler, William P. Jimenez, Xiaoxiao Hu, Rebecca Garden, Xiaofei Xie
Psychology Faculty Publications
We examined the factor structure of the recently developed worker well-being measure the Workplace PERMA Profiler and relationships between PERMA dimensions (i.e., positive emotions, engagement, positive relationships, meaning, accomplishment) and job performance (viz., task performance, organizational citizenship behaviors benefiting individuals and the organization at large). The measure exhibited metric (i.e., weak) invariance across samples of participants from the U.S. (N = 284) and China (N = 420). Additionally, for participants who responded to both the Workplace PERMA Profiler and the performance measures, there was a general pattern of positive PERMA–performance relationships across both …
Fake It Till You Make It With Your Boss? Surface Acting In Interactions With Leaders, Xiaoxiao Hu, Yujie Zhan, William P. Jimenez, Rebecca Garden, Yi Li
Fake It Till You Make It With Your Boss? Surface Acting In Interactions With Leaders, Xiaoxiao Hu, Yujie Zhan, William P. Jimenez, Rebecca Garden, Yi Li
Psychology Faculty Publications
Due to its influence on important workplace outcomes, surface acting has drawn increasing attention from researchers in recent years. Most of the research in this area has focused on employees’ interactions with individuals external to the organization, such as customers and clients (Bolton, 2005; Grandey et al., 2013). With the current study, we contribute to and extend the literature by focusing on employees’ leader-directed surface acting and examining how leader-directed surface acting (i.e., faking positive emotions and suppressing negative emotions in interactions with one’s leader) relates to leader ratings of employee task performance. Data collected from 414 employees and 103 …