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Attention Restoration Theory proposes that exposure to natural environments helps to restore attention. For sustained attention—the ongoing application of focus to a task, the effect appears to be modest, and the underlying mechanisms of attention restoration remain unclear. Exposure to nature may improve attention performance through many means: modulation of alertness and one’s connection to nature were investigated here, in two separate studies. In both studies, participants performed the Sustained Attention to Response Task (SART) before and immediately after viewing a meadow, ocean, or urban image for 40 s, and then completed the Perceived Restorativeness Scale. In Study 1 (n = 68), an eye-tracker recorded the participants’ tonic pupil diameter during the SARTs, providing a measure of alertness. In Study 2 (n = 186), the effects of connectedness to nature on SART performance and perceived restoration were studied. In both studies, the image viewed was not associated with participants’ sustained attention performance; both nature images were perceived as equally restorative, and more restorative than the urban image. The image viewed was not associated with changes in alertness. Connectedness to nature was not associated with sustained attention performance, but it did moderate the relation between viewing the natural images and perceived restorativeness; participants reporting a higher connection to nature also reported feeling more restored after viewing the nature, but not the urban, images. Dissociation was found between the physiological and behavioral measures and the perceived restorativeness of the images. The results suggest that restoration associated with nature exposure is not associated with modulation of alertness but is associated with connectedness with nature.

Theoretical developments in the analysis of organizations have recently turned to an "organizational becoming" perspective, which sees the social world as enacted in the microcontext of communicative interactions among individuals through which meaning is negotiated. According to this view, organizational change is endemic, natural, and ongoing; it occurs in everyday interactions as actors engage in the process of establishing new meanings for organizational activities. We adopt this approach to study how meanings were negotiated by senior and middle managers in a workshop held as part of a culture change program at a telecommunications company. Our study identifies two very different patterns in these negotiations, constituted by the particular communicative practices adopted by participants. We discuss the implications of these patterns for organizational change in relation to generative dialogue and power-resistance relations between senior and middle managers. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this study is to examine the development of a protean career orientation. In doing so, the paper also aims to assess how work experience, parents and peer networks co-influence the development of a protean career orientation. Design/methodology/approach - The paper uses semi-structured interviews with young adults and explores their past, present and future work and career experiences. They were also asked them to explain what career success meant to them. Interview transcripts were reviewed and coded based on two main categories representing protean orientation: self-directed career management and the expression of personal values as a mechanism for career decisions. The paper also process mapped how a protean career orientation developed in the interviewees. Those who reported a protean career orientation were interviewed two-and-a-half years later so as to further explore their career experiences and the extent to which self-directedness and value congruence influenced career decisions. Findings - Results suggest that some reported a protean career orientation and of those that did they reported experiencing an image violation based on their personal values. Two types of personal values appeared important to the protean group, they were, making a contribution to society and maintaining work-life balance. Those that were categorised as having a protean orientation also engaged in critical reassessment by interrogating the basis of their career values and strategies and this distinguished them from the rest of the interviewees who exhibited a more traditional career orientation. These findings are consistent with image theory''s concept of a progress decision. This concept encapsulates the idea that individuals decide whether a career plan is moving them towards achievement of a career goal and if it is not, new or modified plans need to be taken up. Research limitations/implications - The exploratory findings have important implications for understanding the career strategies of protean careerists. Specifically, they elucidate how violations of values, goals and plans lead to career reappraisals. This paper provides important insights into reframing career choice and change in terms of image violations. Originality/value - The paper provides a process map of the mechanisms that contribute to the development of a protean career orientation. Specifically, it focuses on image violations that appear to distinguish protean careerists from the remainder of the interviewees. Thus, the paper links protean careers with image theory as a means of understanding the underlying processes involved in early career decision making. [ABSTRACT FROM AUTHOR]

The present study examined the effects of rewarding contextual performance with career development activities on perceptions of justice. Participants (264) read vignettes which gave information regarding two colleagues in a large retail store who applied for a career development activity. Type of career development activity, level of contextual performance, and the development activity recipient was varied across the vignettes. Results indicated that participants believed there was greater justice when they themselves received the development activity, irrespective of whose performance was higher. Participants were also more satisfied and had greater interest in pursuing a career in the organization when they themselves received the development opportunity, especially for organizationally-oriented activities. Happiness completely mediated the relationship between who received the career development activity and both procedural and distributive justice. Implications of these findings for organizational justice and careers research, as well as for managers, are discussed. [ABSTRACT FROM AUTHOR]