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.

Abstract: This study examines whether horses can learn by observing humans, given that they identify individual humans and orientate on the focus of human attention. We tested 24 horses aged between 3 and 12. Twelve horses were tested on whether they would learn to open a feeding apparatus by observing a familiar person. The other 12 were controls and received exactly the same experimental procedure, but without a demonstration of how to operate the apparatus. More horses from the group with demonstration (8/12) reached the learning criterion of opening the feeder twenty times consecutively than horses from the control group (2/12), and younger horses seemed to reach the criterion more quickly. Horses not reaching the learning criteria approached the human experimenters more often than those that did. The results demonstrate that horses learn socially across species, in this case from humans.

Abstract: In the USA, each year, up to one billion birds are estimated to die from colliding with windowpanes (Sabo et al. 2016). A further 573,000 are struck down by wind turbines, along with 888,000 bats (Smallwood 2013). Worldwide, unintended capture in fishing devices is recognized as the single most serious global threat to migratory, long-lived marine taxa including turtles, birds, mammals and sharks (Wallace et al. 2013). Estimates put the number of amphibians killed per year on Australian roads at 5 million (Seiler 2003). The likelihood of a green turtle erroneously ingesting plastic debris, often by mistaking them for food, rose from 30% in 1985 to almost 50% in 2012 (Schuyler et al. 2013). Human-induced rapid environmental change (HIREC, sensu Sih et al. 2011) is filling animals’ environments with new threats which bear little or excessive similarity to those they have encountered in their evolutionary history (Dwernychuk and Boag 1972; Patten and Kelley 2010; Witherington 1997). As a consequence, many of the stimuli involved fall outside the adaptive processing space of animals’ evolutionary perceptual, learning, memory and decision-making systems, making individuals particularly vulnerable to their impact.