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Controlling for inequality in neuropsychological assessment: using Crawford and Howell’s (1998) single-case methodology with norms from demographically homogeneous groups of South Africans
South African Journal of Psychology, Volume 53, Issue 3, Page 327-340, September 2023.
The practice of neuropsychological assessment in South Africa is complicated by the lack of norms that are representative of clients’ educational and linguistic experiences. In an attempt to address this challenge, we argue that Crawford and Howell’s Single-Case Methodology in Neuropsychology is a good option for the neuropsychological investigation of cases that are not well represented by the available norms. This research design and inferential statistical method compares the scores of one case to the performance of a carefully matched sample of modest size. In order that practitioners and researchers might use this methodology, we provide a set of norms for South Africans with specific demographic profiles on a range of well-researched and commonly used neuropsychological tests. We provide an illustrative case study to demonstrate the application of Crawford and Howell’s Single-Case Methodology, which shows how the selection of an appropriately matched norm (control) group is an effective way to reduce test biases for individuals who are not represented by the original test norms.
The practice of neuropsychological assessment in South Africa is complicated by the lack of norms that are representative of clients’ educational and linguistic experiences. In an attempt to address this challenge, we argue that Crawford and Howell’s Single-Case Methodology in Neuropsychology is a good option for the neuropsychological investigation of cases that are not well represented by the available norms. This research design and inferential statistical method compares the scores of one case to the performance of a carefully matched sample of modest size. In order that practitioners and researchers might use this methodology, we provide a set of norms for South Africans with specific demographic profiles on a range of well-researched and commonly used neuropsychological tests. We provide an illustrative case study to demonstrate the application of Crawford and Howell’s Single-Case Methodology, which shows how the selection of an appropriately matched norm (control) group is an effective way to reduce test biases for individuals who are not represented by the original test norms.
Oil price changes and aggregate economic fluctuations: new evidence from the Republic of Korea
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Research on the influence of FinTech development on credit supply of commercial banks: the case of China
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Exploring Crisis Leadership During COVID-19: A Case Study on OYO
Business Perspectives and Research, Ahead of Print.
The case explores the steps taken by the leadership team at OYO to mitigate the challenges faced due to the COVID-19 pandemic. As a young start-up on the growth trajectory, OYO was hit harder than some of its established competitors. With the onset of the pandemic, the hospitality industry had come to a grinding halt and occupancy rates were at an all-time low. It was necessary for the management to revamp organizational structures and processes, and exhibit strong leadership skills to drive the workforce through one of the most challenging periods that OYO would have to go through. A recurring theme observed throughout the case is the resilient leadership response to the crisis by the protagonist, that is, Ritesh Agarwal, the Founder and Group CEO of the company, and his unwavering involvement in ensuring to keep the company afloat. Several people-centric initiatives that were undertaken for different stakeholder groups are outlined throughout the case and a major focus is given to the importance of decentralized and distributed leadership in the face of a crisis. The case is a narrative on organizational crisis management on the face of a setback and the role of leaders and empowered employees to navigate it.
The case explores the steps taken by the leadership team at OYO to mitigate the challenges faced due to the COVID-19 pandemic. As a young start-up on the growth trajectory, OYO was hit harder than some of its established competitors. With the onset of the pandemic, the hospitality industry had come to a grinding halt and occupancy rates were at an all-time low. It was necessary for the management to revamp organizational structures and processes, and exhibit strong leadership skills to drive the workforce through one of the most challenging periods that OYO would have to go through. A recurring theme observed throughout the case is the resilient leadership response to the crisis by the protagonist, that is, Ritesh Agarwal, the Founder and Group CEO of the company, and his unwavering involvement in ensuring to keep the company afloat. Several people-centric initiatives that were undertaken for different stakeholder groups are outlined throughout the case and a major focus is given to the importance of decentralized and distributed leadership in the face of a crisis. The case is a narrative on organizational crisis management on the face of a setback and the role of leaders and empowered employees to navigate it.
Production operations, financing and information asymmetry in a supply chain with a random yield
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Effort and risk-taking in tournaments with superstars – evidence for teams
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α-returns to scale with quasi-fixed inputs: an application to Québec hospitals
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Does disaggregated renewable energy stimulate economic growth? The role of spatial effect
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The nature of entrepreneurs’ engagement with a layered rural context
The International Journal of Entrepreneurship and Innovation, Ahead of Print.
Rural entrepreneurship has recently been reconceptualised as engagement with contexts. However, our knowledge of the nature of this engagement remains limited. In this paper, we explore the engagement of entrepreneurs hired as part-time industry mentors at regional universities. Using a qualitative approach based on grounded theory and self-ethnography, we interviewed five entrepreneurs in adjunct positions and their academic counterparts at universities in Northern Norway. We also relied on our own experience as academics collaborating with industry mentors. Our findings demonstrate that the entrepreneurs’ engagement encompasses and combines the business, academic and spatial layers of the entrepreneurs’ context and that it unfolds in the form of knowledge-sharing practices. Our study makes several contributions. First, it contributes to the limited empirical research on rural entrepreneurship as engagement with context and gives a novel and detailed account of how this engagement unfolds in practice. Second, it contributes by adding new insight into how entrepreneurs relate to a layered rural context. In particular, we emphasise that the knowledge-sharing practices help in crossing boundaries between the layers. Third, our study offers some practical contributions for rural entrepreneurs, policymakers and actors in regional innovation systems and regional universities.
Rural entrepreneurship has recently been reconceptualised as engagement with contexts. However, our knowledge of the nature of this engagement remains limited. In this paper, we explore the engagement of entrepreneurs hired as part-time industry mentors at regional universities. Using a qualitative approach based on grounded theory and self-ethnography, we interviewed five entrepreneurs in adjunct positions and their academic counterparts at universities in Northern Norway. We also relied on our own experience as academics collaborating with industry mentors. Our findings demonstrate that the entrepreneurs’ engagement encompasses and combines the business, academic and spatial layers of the entrepreneurs’ context and that it unfolds in the form of knowledge-sharing practices. Our study makes several contributions. First, it contributes to the limited empirical research on rural entrepreneurship as engagement with context and gives a novel and detailed account of how this engagement unfolds in practice. Second, it contributes by adding new insight into how entrepreneurs relate to a layered rural context. In particular, we emphasise that the knowledge-sharing practices help in crossing boundaries between the layers. Third, our study offers some practical contributions for rural entrepreneurs, policymakers and actors in regional innovation systems and regional universities.