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On-Farm experiment of Nitrogen Use Efficiency ( NUE) on Corn fields
Toure Fatimetou (2023)
Agricultural productivity relies on synthetic nitrogen fertilizers, yet half of that reactive nitrogen is lost to the environment (Wen et al., 2021). In today’s agriculture, farmers are facing two main challenges: increasing their yield production while reducing their environmental footprint. Nitrogen (N) is a macronutrient required to ensure optimal growth on corn fields. Insufficient nitrogen can lead to yield loss, while its excessive use can result in harmful environmental issues. To face the dilemma, farmers are experimenting with various techniques and new technologies to find an alternative to synthetic N fertilizers. One such alternative is Biological N Fixation that involves genetically modified bacteria capable of fixing nitrogen from the air. This research project aims to support farmers in their experimentation with biologicals by measuring the presence and levels of PivotBio in the soil, a genetically modified bacteria, in their on-farm trials.
Synergy From Diversity: Managing the Performance Benefits of Team Diversity
Van Knippenberg, Daan; Nishii, Lisa; Dwertmann, David (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2020-01)
[Excerpt] Diversity is an asset. At least it can be if managed well. Which, the evidence suggests, it often isn’t. Too many organizations focus on demographic diversity (race, gender, age, etc.) and once they get the numbers “right” consider the job done. But in many situations, there is the need and the potential to go much further, to make a strong business case for diversity management. This involves finding ways to stimulate synergy among diverse employees, thereby capitalizing on their key differences to spur creative decision-making, innovation, and improved performance within teams and, ultimately, organizations. Admittedly, this isn’t easy. While there is helpful research, it is difficult to find and often quite technical. In this paper, the authors cut through this morass, taking stock of the available research, consolidating the findings, and identifying key implications for managers and professionals seeking to take the next step in the management of diversity.
Signaling Creative Genius: How Perceived Social Connectedness Influences Judgments of Creative Potential
Proudfoot, Devon; Fath, Sean (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2020-09)
[Excerpt] Suppose you’re a manager looking for a highly creative person to join your team. You’ve narrowed your search to two candidates who are quite comparable, although they clearly differ with respect to social connectedness. One is socially independent (i.e., prefers to spend spare time alone), while the other is socially connected (I.e., inclined to spend spare time with others). Would this difference factor into your hiring decision? In what way and why?
Overcoming Liabilities of Origin: Human Resource Management Localization of Chinese Multinational Corporations in Developed Markets
Ouyang, Can; Liu, Mingwei; Chen, Yan; Li, Ji; Qin, Weiping (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2020-03)
[Excerpt] Global or local? Multinational corporations (MNCs) regularly wrestle with this issue in multiple domains, including human resource management (HRM). Where on the standardized – localized continuum should HR policies and practices fall? Research on this issue generally favors standardization with a touch of localization. But this dictum stems from studies focusing on MNCs headquartered in developed countries (mainly the United States). What about MNCs from emerging countries attempting to gain footholds in more mature economies? Do they lean in the same direction?
Not All Telecommuting is Created Equal: An Examination of the Effects of Telecommuting Design
McAlpine, Kristie; Bell, Bradford S.; Leon, Emmanuelle (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2020-02)
[Excerpt] Organizations are increasingly turning to telecommuting as a means of enhancing employees’ work experiences, as well as their bottom lines. Some 43% of employees in the United States work remotely at least part of each week, although their specific arrangements vary considerably across – and even within – organizations. Previous research on this topic has largely ignored these variations, providing only limited guidance for program designers and managers. This study, in contrast, documents differences in three common facets of telecommuting and then examines their individual and collective effects on important employee experiences and outcomes (as shown in Figure 1). The analysis centered on the experiences of 2,115 full-time teleworkers in a large U.S. insurance company, all of whom telecommuted at least 60% of the time.