Rights of wetlands shifts the people-wetlands relationship towards one recognizing the intrinsic rights and living beingness of wetlands, embodying reciprocity, kinship, and gratitude. Recognition of wetland rights occurs within the broader Rights of Nature movement, which has often been led by Indigenous Peoples and local communities from many cultural traditions. Intrinsic wetland rights centre on the right to exist and incorporate seven other rights, forming a holistic framework that enables preservation of wetland ecosystem integrity. These rights provide the basis for a wetland’s thriving existence. The eight rights are: • the right to exist. • their natural place in the landscape; • natural and connected hydrologic regimes; • natural climatic conditions; • naturally occurring biodiversity; • natural ecosystem processes; • natural water, soil, and air quality (i.e., structural integrity and form); and. • regeneration and a naturally determined future. Moral and ethical responsibilities towards these rights include fostering harmonious relationships in and with wetlands, respecting interdependence of all wetland components, safeguarding and fostering conditions enabling rights of wetlands, and acting in a precautionary manner when faced with risks of harm to wetlands. Legal and policy responsibilities include acknowledging plural worldviews, recognising legal standing and political orientations to represent and defend wetland rights, providing adequate means for wetland representation and defending and advocating for wetlands, and using best available science to restore degraded wetlands and support regeneration, thereby supporting harmonious societal relationships with wetlands. Opportunities for implementation of rights of wetlands at a variety of scales (individual, community, national, and global) are explored, and training/guidance resources are referenced.
We estimate the effects of coach and player diversity, measured through cultural distance (CD) on team performance in professional soccer with a particular focus on teams of leaders (coaches). Our approach jointly tests the effects of player-toplayer, coach-to-coach, and coach-to-player CD. Results reveal that increasing CD among players, even after controlling for human capital resources, has largely positive effects. There are positive benefits of increasing the diversity of coaching staffs; however, when staffs are too culturally distant, these positive effects attenuate. Most central to our inquiry, increased CD between coaches and players has a negative effect on performance. The combination of these results suggests that, as player diversity increases, coach diversity should also increase in ways to reduce CD across coaches and players. We propose that the negative effect of coach-to-player CD is due to more complex strategic planning and coordination tasks required of manager-employee interactions.
The consumption of videos online, used for both educational and entertainment purposes, is almost unavoidable in the current lifestyle of college students. Policy makers, activists and some scholars have expressed concern that short video viewing may be related to deficits in cognition among viewers. Moreover, social media platforms, such as TikTok, have shortened the length of such videos, as opposed to longer video structures, found on platforms such as YouTube. In the present study, college students were sought out to participate, with a turnout of 165 participants. Each participant was randomly assigned into one of four groups, with three of the groups watching varied time-length videos (2-minute, 5-minute, 10-minute), all regarding cooking shows, and the fourth, playing a VR cooking simulator game. All groups were given the same total of ten minutes of media exposure, albeit with videos of differing lengths as indicated above. The tests conducted to assess the participants’ cognition included the California Verbal Learning Test, the Rey-Osterrieth figure, a Spot the Difference Test, as well as the Stroop Test. All methods and analyses were pre-registered. Results suggested the experimental conditions did not consistently yield measurable effects on the selected cognitive and memory metrics.
PurposeThe purpose of this paper is to extend Penrose's (1959) theoretical work on managerial capacity by tracing the beginning and evolution of the human resource management function as it evolved in the late 1800s and early 1900s to address the growing personnel management challenges from external forces that were straining leaders' limited information processing capacity. Many leaders during this time found themselves unwilling, unprepared or unable to address these challenges, especially those from political and social interests, and began delegating personnel tasks to this new organizational function. Penrose's (1959) theory of firm growth posits that firms cannot grow indefinitely even if market opportunities are abundant. Growth is constrained by the limited time, knowledge and ability of managers (i.e. their managerial capacity) to coordinate, integrate and deploy resources as the firm expands. However, Penrose did not address how contextual factors also affected managerial capacity. The authors use the historical evolution of the management of human resources to provide an in-depth exploration of the influence of a contextual factor on management capacity.Design/methodology/approachThe approach used to achieve the purpose is abductive inference. Abductive inference is especially appropriate when there is a need for more in-depth investigation into the contemplation of and/or speculation about observable facts than allowed by traditional deductive research designs (Folger and Stein, 2017). Abductive research starts by observing consequences and then constructing reasons for those consequences (Timmermans and Tavory, 2012).FindingsWithout question, the contextual factors of social and political interest in how managers handled human resources strained their managerial capacity. This historical review of how organizations' leaders created a new organizational function to which they could delegate the task of responding to these contextual influences adds new understanding of how leaders of growing organizations respond to external pressures on their decision capacity.Originality/valueResearch on managerial capacity has rarely focused on how the external context can stress managerial attention and information processing capabilities. This study of the historical evolution of the management of human resources provides new insights by showing how organizational leaders responded to contextual pressures on their managerial capacity by creating a dedicated organization function to which these issues could be delegated and, thus, managed.
Community colleges are designed to serve their local communities by responding to the workforce demands of their local economies. Despite its ability to decrease the funding gap between two- and four-year institutions, many states provide no local funding to their community colleges. Among states that provide local funding to community colleges, we know very little about the specific sources of local funding that may be associated with educational inequities as suggested by K-12 literature. We developed a novel dataset regarding local funding sources for all community colleges across five years and used it to describe the sources of local funding to community colleges and their relationship to the colleges' institutional characteristics. Results showed that community colleges were predominantly funded by local property taxes but were also funded by other local sources, including consumption and income taxes. We also found geographic variations in where different local funding sources were collected. Our study provides a more nuanced understanding of local funding to community colleges and may aid policy makers in developing funding strategies to support community colleges and the students they serve.
