This paper presents a numerical approach to the stochastic obstacle problem using the stochastic Galerkin (SG) method. Due to the low regularity of the solution, linear finite elements are employed in both the physical and random variable spaces. Properties of random fields and variational inequalities of the first kind are employed to establish the well-posedness of the problem. Finite element spaces are introduced to construct suitable approximation subspaces, and a comprehensive SG formulation is proposed to solve the stochastic obstacle problem. Well-posedness of the discrete formulation is shown and an optimal error estimate for the numerical solution in the H1-norm is derived. Numerical experiments validate the effectiveness of the SG method, showing that the expectation error converges at a rate of O(h) in the H1-norm, consistent with theoretical predictions.
The existing job insecurity research predominantly focuses on general employees, viewing job insecurity as an intrapersonal phenomenon that primarily affects the person experiencing it. Shifting this focus to leaders, this research aims to examine how and when leader job insecurity may have interpersonal implications on team outcomes. Integrating the job insecurity literature and the emotion as social information (EASI) model, we theorize that job insecurity experienced by team leaders renders their frequent display of anxiety, which in turn induces two parallel emotion-based mechanisms-higher team anxiety and lower team perception of leader effectiveness-that subsequently influence team outcomes (i.e., team task performance and team citizenship behavior). Further, we examine emotional stability of the leader and emotional stability of team members as two important contingencies for such ripple effects. Findings from a field survey study and four vignette-based experiments in different cultural contexts largely support our hypotheses. Our research offers novel insights into the complex ripple effects of leader job insecurity in teams.
Abstract Magnetotail current sheet (CS) flapping is a universal plasma phenomenon observed at multiple planets, yet its triggering mechanisms remain poorly understood outside of Earth. At Mars, single‐spacecraft observations have also reported tail flapping, but the processes responsible for its onset have never been identified. In this study, we investigate the potential correlation between magnetic reconnection and magnetotail flapping using multipoint measurements from Mars Atmosphere and Volatile EvolutioN (MAVEN) and Tianwen‐1 (TW‐1) missions. We analyze an example event in which MAVEN observed a reconnection‐associated CS crossing in the near tail while TW‐1 simultaneously detected CS flapping further downtail. A statistical survey of joint observations from November 2021 to February 2024 identifies that about two‐thirds of TW‐1 flapping events coincide with reconnection signatures observed by MAVEN. Multiple magnetic flux ropes were also detected before or during flapping intervals, similar to previous observations at Earth, suggesting that reconnection‐generated magnetic flux ropes may propagate tailward and drive plasma instabilities that trigger the tail flapping at Mars. These results provide the first multipoint evidence of a potential statistical correlation between magnetic reconnection and magnetotail flapping at Mars, enabling us to explore the potential triggering mechanism of magnetotail flapping. Our findings also offer new insights into Martian magnetotail dynamics and broaden the comparative understanding of this fundamental plasma process across planetary environments.
A growing call for equity-based school policies aims at providing positive learning opportunities for every child by reducing the disproportionate use of exclusionary practices across gender, race, disabilities, and their intersections. Positive behavior interventions and supports (PBIS) have been widely adopted across many countries to foster positive student behaviors and improve school climate. Yet, fewer efforts have been made to standardize effect sizes of PBIS implementation for young children, specifically those under the age of 10. This meta-analysis and meta-regression sought to examine the overall effect and variability of PBIS outcomes in early childhood through 5th grade, along with the relationship between estimates of intervention effectiveness and selected sample- and study-level characteristics. After reviewing 952 studies and synthesizing 43 effect sizes from 9 eligible studies, this meta-analysis shows that PBIS interventions do not lead to statistically significant changes in children's outcomes in early childhood education and elementary schools. However, the results of the meta-regression suggest that PBIS may serve as a more effective tool in pre-K and kindergarten settings than in elementary schools.
Research Summary Organizations grant stakeholders who provide valuable resources insider status in governance, excluding less valuable outsiders. Firms thereby assemble a value-maximizing resource portfolio but face challenges when environmental shifts require adaptation that harms some insiders. We combine and extend new stakeholder and social movement theories, hypothesizing how various stakeholders influence such adaptation. Outsiders can enable adaptation depending on organizational governance and the array of insider stakeholders. For-profit firms are less open to outsider influence, but a wider array of insiders enables outsiders to align with certain groups to overcome the opposition of others who resist change. The nature of these alignments shapes whether adaptation involves transformative divestments or exploratory investments. We test our theory in the context of the Beyond Coal movement to divest coal plants.Managerial Summary To gain access to valuable resources, organizations commit to stakeholders who provide these resources. However, this creates problems when adapting to changes in the environment that undermine the value of these resources. How can managers balance their stakeholder commitments with the need to integrate the concerns of other stakeholders demanding adaptive changes? We find that organizational governance and the configuration of stakeholder interests can create openings for adaptation. Studying a period of rapid environmental change in the US electric utility industry, for-profit utilities were more likely to retire coal generators when activists aligned with consumer advocates, and more likely to invest in solar generators when activists aligned with prosumers.
