Abstract: Wolves returned to Germany in 2000, leading to fear in German horse owners that their horses could be in danger of wolf attacks or panic-like escapes from pastures when sighting wolves. However, reports from southern European countries indicate that wolf predation on horses diminishes with increasing presence of wildlife. Therefore, we conducted a long-term, filed observation between January 2015 and July 2022 on 13 non breeding riding horses, mares and geldings, kept permanently on two pastures within the range of wildlife and a stable wolf pack with annual offspring. Wildlife cameras at the fences of the pastures made 984 times recordings of wolves and 3151 times recordings of wildlife in and around the pastures. Between 1 January 2022 and 23 March 2022 we observed two stable horse groups. Pasture 1 was grazed by five horses of mixed breed, four mares and one gelding, with the median age of 8 years (min. = 6y, max. = 29y). Pasture 2 was grazed by eight heavy warmbloods and draught horses, three mares and five geldings, with the median age of 16 years (min. = 13y, max. = 22y). During this period no wolf was recorded at pasture 2, but wild boar several times, whereas at pasture 1, wolves were recorded 89 times, and for the wildlife mostly hare. Wolves may have avoided pasture 2 because of the presence of wild boar or because the large group of older, heavy breed horses may have formed a stable, protective group. The latter needs to be confirmed in a follow-up field observation, which records anti-predator behavior and welfare indicators in horses. In conclusion, wolves did not attack the mature horses on pastures with plenty of wildlife and the horses did not respond to the presence of wolves with visible signs of reduced welfare or panic. This indicates that wolves may prefer to prey on easily accessible wildlife around and at horse pastures and that Central European horses become accustom to the presence of non-hunting wolves.

Abstract: Summary Ten trotting Standardbred colts were recorded by high-speed cinematography at the ages of eight, 12 and 18 months. The horses were trotting on a treadmill operating at 4.0 m/secs. Five horses were subjected to a programme of intensified training from eight months of age, whereas the others were not trained and acted as controls. The films were analysed on a semi-automatic film-reading equipment and a number of variables used to demonstrate the gait symmetry were calculated and scaled by computer. Certain differences between left and right diagonal and contralateral pair of limbs, respectively, were noted, suggesting that laterality in horses may be inherited. The most pronounced systematic differences were found in 18-month old horses in the trained group. The results show the importance of careful gait examination and comprehensive coordination training at an early age.

Abstract: The work of innovation management involves cross-functional coordination among specialists and managers with different work orientations, time horizons, professional backgrounds, and values (Ford and Randolph, 1992). While strong connections across functions are critical for new product development success (Green et al., 2000), some managers may be more adept at fostering effective cross-functional relationships than others. In this article, the authors empirically examine the factors that distinguish reputationally effective innovation workers from their less effective peers. Drawing on the work of Tsui (1984, 1994), reputational effectiveness is defined as the degree to which a manager has been responsive to the needs and expectations of constituents. This research examines the relational skills and interaction patterns of more (versus less) reputationally effective managers. A large business unit of a Fortune 500 telecommunications firm provided the context for our study. Using a two-phase approach, the authors first captured the social network patterns of 268 managers from marketing, research and development (R&D), manufacturing, and other business functions that were involved in the new product development process. In addition, the reputational effectiveness of each person who was identified as a member of the network was measured. In the second phase, the authors examined the relational competencies (e.g., role-taking ability, interpersonal control, openness) of the managers who participated in Phase I of the research. As predicted, the results indicate that role-taking ability is related positively to a manager's reputational effectiveness. No support, however, was found for the relationship between interpersonal control and reputational effectiveness. Interestingly, the authors found evidence of an inverse relationship between openness and effectiveness. By sharing too much information?or alternatively information that does not relate to the task at hand?the reputational effectiveness of a manager is damaged. Importantly, the results reveal that the social network characteristics of a reputationally effective manager differ from those of less effective managers. Closeness centrality, a measure of the degree of access one has to other organizational members, was associated strongly with reputational effectiveness. The results demonstrate that managers who are successful in working across functions appreciate the cognitive and emotional perspectives of diverse constituents and develop relationship ties that provide them with ready access to others across the organization.