The purpose was to evaluate the psychometric properties of an 8-item questionnaire instrument to support member checks in positivistic qualitative research. A sample of 1603 junior-level university nursing students (98.2% participation rate) a completed the questionnaire instrument which assessed how closely a written description of the lived experience of in-hospital training applied to their personal experience. The instrument had excellent psychometric properties, including high measurement reliability (α=0.94), strong concurrent validity (72.2%-77.4%), discriminant validity (p < 0.000001), a parametric score distribution with little kurtosis and no skew, and an average score (G score) was centered at midpoint of the scale (midpoint of 4 on a scale from 1 to 7). The experience match was at the level of “matches experience to high degree,” showing the transferability (generalizability) of the findings to the present sample. The instrument can be used to assess the credibility and transferability of findings from qualitative research, assist in finding negative cases, determine the degree of saturation and success of bracketing, and complement the constant comparative method. The instrument is recommended for general use in positivistic qualitative or naturalistic inquiry studies for any type of sample and any type of lived experience. This approach would magnify and empower the reach of the products of qualitative research.

“Micro-innovation” has become the key to sustainable business success in the context of ‘intelligent businesses'. Different from technological innovation, micro-innovation calls for employees to make use of their rich practical experience and expertise while doing the most common tasks in work. They are encouraged to put forward effective small improvements, inventions and ideas which are conducive to further practical operation. Job crafting reflects such a process in which employees spontaneously design their work, optimize work requirements and resources, and finish tasks successfully. In the past decade, scholars of organizational behaviors have studied job crafting and agreed that job crafting of employees is so significant that it will lead to continuous improvement of products (services) and further promote “micro-innovation”. Job crafting is thought to be a dynamic and continuous work process which fluctuates every day. In order to fully understand the formation process of job crafting in the real world, research scholars recently have even called for the research on job crafting in the daily level, which was ignored by previous research. Thus, we intend to focus on employees' daily job crafting, and explore the influencing factors and mechanisms of employees' daily job crafting behaviors. In addition, leaders' emotion display is regarded as an immediate response to the interaction between leaders and employees, and has a more direct impact on the employees' daily job crafting behavior. Thus, we believe that leaders ' emotion display has a much higher information value on employees ' daily behaviors. Although it has been agreed that leaders are the source of positive and negative emotion of subordinates in the workplace, negative emotion is stronger determinant of subordinates' perceptions of leaders than positive emotion. Some clues in the current relevant research literature can confirm this point of view. For example, Dasborough and his colleagues (2016) have found that subordinates could perceive and recall more negative emotional events that have occurred in the past in work situations in greater depth and detail. In addition, Wang and his colleagues (2018) have emphasized that the influence of leaders' negative emotion on their subordinates is more helpful to fully understand the motivational effect of emotion on leadership. Therefore, this study intends to open the black box and investigate the influence of leaders' negative emotion display on employees' daily job crafting. Based on the theory of Emotion as Information, this study used job daily method to examine the influence mechanism of leaders' negative emotion display on subordinates' daily job crafting. This study is based on 1389 daily data from 105 employees in a Biological Industry Co., Ltd. which is located in the North of China. Empirical research has applied multilevel structural equation model to examine the mediation effect of state self-esteem and epidemic motivation, latent moderated structural equations to examine the moderating effect of Leader-Member Exchange, and bootstrapping method to examine the moderated mediation effect of state self-esteem and epidemic motivation. The following conclusions were found: 1) Leaders' negative emotion display negatively predicted subordinates' state self-esteem; Subordinates' state self-esteem positively predicted daily job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ state self-esteem; 2) Leaders’ negative emotion display positively predicted subordinates' epidemic motivation; Subordinates' epidemic motivation positively predicted job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ epidemic motivation; 3) Leader-member exchange relationship moderated the relationship between leader’ s negative emotion display and subordinates ‘ state self-esteem / subordinates’ epidemic motivation. 4)The mediation effect of subordinates' state self-esteem / subordinates ' epidemic motivation is moderated by Leader-member exchange relationship. The above results not only respond to the confusion of previous research about whether Leader's negative emotion show negative effect on subordinates, but also help to take a more comprehensive look at the effect of leaders ' negative emotion display on employees' daily job crafting. In addition, the research results expand the practical research of Emotion as Information theory, clarify the influence mechanism of leaders ‘ negative emotion display on employees’ daily job crafting including affective reaction path and cognition-driven path, extend emotion display to the field of job crafting research, and further deepen the research about job crafting

The Magoffm Member (Four Comers Formation, Breathitt Group) outcrops in eastern Kentucky as a coarsening-upward succession of rhythmically interstratified sandstone, siltstone, and mudstone. Primary sedimentary structures, trace fossils, vertical successions of facies, and sediment body geometries suggest that these sediments were deposited in a delta-front/distributary-mouth-bar setting. Within the study area, the Magoffin Member ranges in thickness from 20 to 40 m. Where thickest, the Magoffm Member tends to be sandier and contain rhythmite intervals that are thicker and more complete than where it is thin. The member displays several orders of cycles that are consistent with semi-diurnal, diurnal, semi-monthly, and monthly tidal periodicities. Half-synodic (semi-monthly) and anomalistic (monthly) lunar periodicities are manifested by the systematic thickening and thinning of shorter duration cycles. The rhythmite interval records up to 4 months of deposition. Accumulation rates for the rhythmites typically ranged from 1 to 7 cm per day, but reached rates of over 30 cm per day where the Magoffin Member is thickest and the most proximal deltaic facies are preserved. Tidal cyclicity was also studied within the Betsie Shale and Kendrick Shale Members of the Breathitt Group. The Betsie Shale Member displays semi-diurnal through monthly tidal cycles. The Kendrick Shale Member displays semi-diurnal through semi-monthly tidal cycles. The nature of tidal bundling within the Breathitt Group rhythmite successions suggests that they accumulated in mixed, predominantly semi-diurnal tidal systems where lunar phases and declination influenced tidal cyclicity. / Master of Science

The global pandemic Covid-19 caused an inevitable impact on economic growth and public health. Policymakers were forced to opt for the zero or the non-zero strategy to ease the economic effects and stop the spreading of infection. Previous literature on the matter strikingly agreed that the zero strategy was optimal. This paper’s primary purpose is to analyse the impact of zero and non-zero strategies on economic growth by comparing the members of the Organisation for Economic Co-operation and Development (OECD). The empirical methodology utilised in this paper constitutes the traditional Difference in Difference (DiD) design in a two-way fixed effects framework. The dataset contained 38 OECD member countries during the period 2015 to 2021. The countries were assigned to a treatment group and a control group based on the chosen strategy. The main results contradict previous literature and presented a significant and negative relationship between the zero strategy and gross domestic product per capita growth. In the case of future global pandemics, these findings can facilitate the choice of action aiming to mitigate the economic effects.

There is scant research into the influence of leader or follower personality on the development of leader-member exchange quality (LMX; Dienesch & Liden, 1986; Gerstner & Day, 1997; Liden, Sparrowe, & Wayne, 1997, Harris, Harris, & Eplion, 2007). Furthermore, where such research has been undertaken, it has focused mostly on broad-trait based personality factors (such as the Big-Five; Phillips & Bedeian, 1994; Erdogan, Liden, & Wayne, 2006). There are strong theoretical grounds for expecting that more narrow and specific relationship-based personality assessments will provide superior prediction of LMX quality, and richer insights into the LMX development process. The current study draws on attachment theory (Bowlby, 1969/1982, 1973, 1980; Mikulincer & Shaver, 2007) to examine how individuals' dispositions relate to their LMX quality and two relationship-based aspects of work performance (organizational citizenship behaviour [OCB] and counterproductive work behaviour [CWB]). The moderating influence of emotion regulation and affectivity on these relationships was also explored. Data were collected from managers, front-line staff, and their co-workers at two Canadian hospitals. Emotion regulation (Gross, 1998a; Gross & John, 2003) was found to moderate the association between attachment and LMX. Additionally, in some instances leaders' trait affectivity interacted with emotion regulation to influence the impact of leader attachment on LMX quality. Theoretical and applied implications of these findings are discussed. / Thesis / Doctor of Philosophy (PhD)

Bygg- och anläggningsbranschen innebär en temporär arbetsmiljö där det krävs god kommunikation, förståelse och samordning för att minska säkerhetsrisker. Eftersom det saknas forskning om relationer inom branschen var syftet med studien att, utifrån ett medarbetarperspektiv och med utgångspunkt i LMX-teorin, undersöka vilka faktorer som har betydelse för relationen mellan ledare och medarbetare inom bygg- och anläggningsbranschen. Till intervjustudien medverkade 10 deltagare som arbetade inom olika yrkeskategorier. Den tematiska analysen resulterade i 7 faktorer som främjar samt hindrar utbytesrelationer: ledarens medmänsklighet för medarbetare, ledarens erfarenhet inom branschen, rättvis fördelning av resurser, att tillhöra en ingrupp som stärker företaget, bristfällig kommunikation, fysiskt och psykologiskt avstånd, samt skilda målsättningar. Resultatet visade att främjande faktorer skapade tillit, förtroende och förståelse för varandra, vilket ledde till ett bättre samarbete där medarbetarna ville agera för att gynna företaget. De hindrande faktorerna skapade osäkerhet kring förväntningarna på deras arbetsuppgifter och relation samt kunde försvåra deras samspel.

Digitization has changed a lot in the area of leadership and relationships. The aim of the study is thus to examine how digitalization has changed the leadership and the relationship with the employees of municipal managers. Municipal managers constitute a specific group andt herefore became an interesting phenomenon. In the study, 18 municipal managers were interviewed, through semi-structured digital interviews. The sample for the study is municipal managers who are active in peripheral municipalities to Stockholm, Gothenburg, and Malmö. The results show that digitization has affected leadership in different ways. If there are differences in the leader-member exchange, it is difficult to decipher, however, it has been possible to discern that there are differences in how the exchange takes place. The results show that digital meetings have given a feeling of one-way communication, the dialogue disappears, which is also linked to the leader-member exchange. The digital changeover has had different impressions on the respondents, but the majority have testified that the changeover worked surprisingly well. The leadership style has become more trust-based and many of the respondent’s book significantly more reconciliation meetings with their employees. The results of the interviews show that there are various challenges in the leadership of the respondents, much depending on personality traits. If there has been a shift in focus between the leader and the employee, the result has shown that it is shared. In the leadermember exchange perspective, communication and accessibility have been two centralconcepts.

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