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Lefebvre, L., Reader, S. M., & Sol, D. (2004). Brains, Innovations and Evolution in Birds and Primates. Brain. Behav. Evol., 63(4), 233–246.
Abstract: Abstract
Several comparative research programs have focusedon the cognitive, life history and ecological traits thataccount for variation in brain size. We review one ofthese programs, a program that uses the reported frequencyof behavioral innovation as an operational measureof cognition. In both birds and primates, innovationrate is positively correlated with the relative size of associationareas in the brain, the hyperstriatum ventrale andneostriatum in birds and the isocortex and striatum inprimates. Innovation rate is also positively correlatedwith the taxonomic distribution of tool use, as well asinterspecific differences in learning. Some features ofcognition have thus evolved in a remarkably similar wayin primates and at least six phyletically-independent avianlineages. In birds, innovation rate is associated withthe ability of species to deal with seasonal changes in theenvironment and to establish themselves in new regions,and it also appears to be related to the rate atwhich lineages diversify. Innovation rate provides a usefultool to quantify inter-taxon differences in cognitionand to test classic hypotheses regarding the evolution ofthe brain.
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Aberle, K. S., Hamann, H., Drögemüller, C., & Distl, O. (2004). Genetic diversity in German draught horse breeds compared with a group of primitive, riding and wild horses by means of microsatellite DNA markers. Anim. Gen., 35(4), 270–277.
Abstract: Summary We compared the genetic diversity and distance among six German draught horse breeds to wild (Przewalski's Horse), primitive (Icelandic Horse, Sorraia Horse, Exmoor Pony) or riding horse breeds (Hanoverian Warmblood, Arabian) by means of genotypic information from 30 microsatellite loci. The draught horse breeds included the South German Coldblood, Rhenish German Draught Horse, Mecklenburg Coldblood, Saxon Thuringa Coldblood, Black Forest Horse and Schleswig Draught Horse. Despite large differences in population sizes, the average observed heterozygosity (Ho) differed little among the heavy horse breeds (0.64�0.71), but was considerably lower than in the Hanoverian Warmblood or Icelandic Horse population. The mean number of alleles (NA) decreased more markedly with declining population sizes of German draught horse breeds (5.2�6.3) but did not reach the values of Hanoverian Warmblood (NA = 6.7). The coefficient of differentiation among the heavy horse breeds showed 11.6% of the diversity between the heavy horse breeds, as opposed to 21.2% between the other horse populations. The differentiation test revealed highly significant genetic differences among all draught horse breeds except the Mecklenburg and Saxon Thuringa Coldbloods. The Schleswig Draught Horse was the most distinct draught horse breed. In conclusion, the study demonstrated a clear distinction among the German draught horse breeds and even among breeds with a very short history of divergence like Rhenish German Draught Horse and its East German subpopulations Mecklenburg and Saxon Thuringa Coldblood.
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Nakagawa, S. (2004). A farewell to Bonferroni: the problems of low statistical power and publication bias. Behav Ecol, 15.
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Squire, L. (2004). Memory systems of the brain: a brief history and current perspective. Neurobiol Learn Mem, 82.
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Hiby, E. F., Rooney, N. J., & Bradshaw, J. W. S. (2004). Dog training methods: their use, effectiveness and interaction with behaviour and welfare. Anim. Welf., 13(1), 63–69.
Abstract: Historically, pet dogs were trained using mainly negative reinforcement or punishment, but positive reinforcement using rewards has recently become more popular. The methods used may have different impacts on the dogs� welfare. We distributed a questionnaire to 364 dog owners in order to examine the relative effectiveness of different training methods and their effects upon a pet dog�s behaviour. When asked how they trained their dog on seven basic tasks, 66% reported using vocal punishment, 12% used physical punishment, 60% praise (social reward), 51% food rewards and 11% play. The owner�s ratings for their dog�s obedience during eight tasks correlated positively with the number of tasks which they trained using rewards (P<0.01), but not using punishment (P=0.5). When asked whether their dog exhibited any of 16 common problematic behaviours, the number of problems reported by the owners correlated with the number of tasks for which their dog was trained using punishment (P<0.001), but not using rewards (P=0.17). Exhibition of problematic behaviours may be indicative of compromised welfare, because such behaviours can be caused byor result ina state of anxiety and may lead to a dog being relinquished or abandoned. Because punishment was associated with an increased incidence of problematic behaviours, we conclude that it may represent a welfare concern without concurrent benefits in obedience. We suggest that positive training methods may be more useful to the pet-owning community.
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Kleiven, J., Bjerke, T., & Kaltenborn, B. P. (2004). Factors influencing the social acceptability of large carnivore behaviours. Biodivers Conserv, 13.
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Apollonio, M., Mattioli, L., Scandura, M., Mauri, L., Gazzola, A., & Avanzinelli, E. (2004). Wolves in the Casentinesi Forests: insights for wolf conservation in Italy from a protected area with a rich wild prey community. Biol Conserv, 120.
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Bond III, E. U., Walker, B. A., Hutt, M. D., & Reingen, P. H. (2004). Reputational Effectiveness in Cross-Functional Working Relationships. ‎J. Prod. Innov. Manag., 21(1), 44–60.
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.
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Hagen, K., & Broom, D. M. (2004). Emotional reactions to learning in cattle. Appl. Anim. Behav. Sci., 85(3), 203–213.
Abstract: It has been suggested that during instrumental learning, animals are likely to react emotionally to the reinforcer. They may in addition react emotionally to their own achievements. These reactions are of interest with regard to the animals' capacity for self-awareness. Therefore, we devised a yoked control experiment involving the acquisition of an operant task. We aimed to identify the emotional reactions of young cattle to their own learning and to separate these from reactions to a food reward. Twelve Holstein-Friesian heifers aged 7-12 months were divided into two groups. Heifers in the experimental group were conditioned over a 14-day period to press a panel in order to open a gate for access to a food reward. For heifers in the control group, the gate opened after a delay equal to their matched partner's latency to open it. To allow for observation of the heifers' movements during locomotion after the gate had opened, there was a 15m distance in the form of a race from the gate to the food trough. The heart rate of the heifers, and their behaviour when moving along the race towards the food reward were measured. When experimental heifers made clear improvements in learning, they were more likely than on other occasions to have higher heart rates and tended to move more vigorously along the race in comparison with their controls. This experiment found some, albeit inconclusive, indication that cattle may react emotionally to their own learning improvement.
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Nakagawa, S. (2004). A farewell to Bonferroni: the problems of low statistical power and publication bias. beheco, 15(6), 1044–1045.
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