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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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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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Nakagawa, S. (2004). A farewell to Bonferroni: the problems of low statistical power and publication bias. Behav Ecol, 15.
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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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Kleiven, J., Bjerke, T., & Kaltenborn, B. P. (2004). Factors influencing the social acceptability of large carnivore behaviours. Biodivers Conserv, 13.
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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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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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Geisbauer, G., Griebel, U., Schmid, A., & Timney, B. (2004). Brightness discrimination and neutral point. Can. J. Zool, 82(4), 660–670.
Abstract: Abstract: Equine brightness discrimination ability and color discrimination were measured using a two-choice discrimination
task. Two Haflinger horses (Equus caballus L., 1758) were trained to discriminate 30 different shades of grey
varying from low to high relative brightness. Their ability to distinguish shades of grey was poor, with calculated
Weber fractions of 0.42 and 0.45. In addition, a “neutral point” test to determine the dimensionality of color vision
was carried out. Three hues of blue-green were tested versus a range of grey targets with brightnesses similar to those
of the blue-green targets. A neutral point was found at about 480 nm. Thus, we can conclude that horses possess
dichromatic color vision.
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Emery, N. J., & Clayton, N. S. (2004). The Mentality of Crows: Convergent Evolution of Intelligence in Corvids and Apes. Science, 306(5703), 1903–1907.
Abstract: Discussions of the evolution of intelligence have focused on monkeys and apes because of their close evolutionary relationship to humans. Other large-brained social animals, such as corvids, also understand their physical and social worlds. Here we review recent studies of tool manufacture, mental time travel, and social cognition in corvids, and suggest that complex cognition depends on a “tool kit” consisting of causal reasoning, flexibility, imagination, and prospection. Because corvids and apes share these cognitive tools, we argue that complex cognitive abilities evolved multiple times in distantly related species with vastly different brain structures in order to solve similar socioecological problems.
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Kaminski, J., Call, J., & Fischer, J. (2004). Word Learning in a Domestic Dog: Evidence for “Fast Mapping”. Science, 304(5677), 1682–1683.
Abstract: During speech acquisition, children form quick and rough hypotheses about the meaning of a new word after only a single exposure--a process dubbed “fast mapping.” Here we provide evidence that a border collie, Rico, is able to fast map. Rico knew the labels of over 200 different items. He inferred the names of novel items by exclusion learning and correctly retrieved those items right away as well as 4 weeks after the initial exposure. Fast mapping thus appears to be mediated by general learning and memory mechanisms also found in other animals and not by a language acquisition device that is special to humans.
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