Thinking Time in Music Practice

Update Applications of Research in Music Education ◽

10.1177/87551233211056632 ◽

2021 ◽

pp. 875512332110566

Author(s):

Richard S. Palese ◽

Robert A. Duke

Keyword(s):

Music Practice ◽

Experience Levels ◽

Performance Issues ◽

Practice Period ◽

A Performance

We asked school- and college-aged instrumentalists ( N = 32) to imagine an ideal performance of a brief passage of music, record a performance of the passage, and describe discrepancies they noticed between their imagined and actual performances. The more experienced participants took at least as much time to imagine their idealized performances as it took to perform them; less experienced participants took less time to imagine what they were about to play. There were no differences among experience levels in the numbers or types of discrepancies identified. The differences between more and less experienced participants were also evident in a subsequent practice period. More experienced musicians’ practice included more frequent moments of pause, whereas school-aged participants seldom paused and tended to address performance issues other than those identified in their commentaries.

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“I Disagree”

Communication & Sport ◽

10.1177/2167479517731334 ◽

2017 ◽

Vol 6 (5) ◽

pp. 523-546 ◽

Cited By ~ 1

Author(s):

Gregory A. Cranmer ◽

Marjorie M. Buckner ◽

Niki Pham ◽

Brandon Jordan

Keyword(s):

High School ◽

Multiple Roles ◽

Student Athlete ◽

High School Athletes ◽

Sports Team ◽

Triggering Events ◽

Performance Issues ◽

Team Interdependence ◽

Power And Influence ◽

A Performance

Effective coaches must understand and manage athletes’ expressions of disagreement or dissatisfaction. The current study identified the triggering events that athletes reported as the impetus for their dissent, the messages that they utilized when dissenting, and the success of these messages. Four categories of triggers were identified within data collected from 262 former high school athletes: (a) performance issues, (b) power and influence, (c) logistics, and (d) communicative climate and culture. These triggers were associated with athletes’ subsequent expressions of dissent. Athletes most commonly utilized solution presentation and direct-factual appeals when dissenting about these triggers. Athletes’ dissent messages predicted the success of their dissent; effective expressions more readily featured solution presentation messages, direct-factual appeals, and an absence of humor. Appropriate expressions were predicted by the use of solution presentation messages and the avoidance of pressure, circumvention, and humor. Collectively, this research highlights features unique to the sports team context, including team interdependence, the balancing of the multiple roles that come with being a student-athlete, and cultures of rationalism and respect for authority and sporting norms.

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Improving the M&A success rate: identity may be the key

Journal of Business Strategy ◽

10.1108/jbs-08-2017-0115 ◽

2020 ◽

Vol 41 (1) ◽

pp. 50-57

Author(s):

Mahendra Joshi ◽

Carol Sanchez ◽

Paul Mudde

Keyword(s):

Organizational Identity ◽

Identity Management ◽

Organizational Outcomes ◽

Identity Integration ◽

Content Type ◽

Integration Strategy ◽

Performance Issues ◽

New Variables ◽

Practical Implications ◽

A Performance

Purpose The purpose of this paper is to build a model of mergers and acquisitions (M&A) performance drawing from the concept of organizational identity theory. The paper proposes that successful performance of an M&A is dependent upon two things, namely, the alignment of the organizational identities of the two merging firms and the method used to integrate them. Design/methodology/approach This is a conceptual paper based on current research and uses multiple real-world examples of M&A to elaborate the proposed model and highlight scholarly and practical implications. Findings The paper explains that the similarity of the identities of the merging organizations has a significant impact on the performance of the combined entity. Furthermore, the integration method used by the merged firms influences the success of the merged entity. The use of an identity approach helps unravel new variables impacting M&A performance. Research limitations/implications A limitation of the paper is that it does not address how, over time, identity management can overcome the resistance of two merging entities. In addition to testing the proposed relationships, further research can explore these identity dynamics in unraveling an M&A performance. Practical implications This paper highlights the importance of evaluating identity as an element of an M&A due diligence. Practitioners should be aware of the dangers of signaling one identity integration strategy but using contradictory actions in implementation. Social implications Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the organizational identity (OI) concepts in understanding M&A performance issues. Originality/value Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the OI concepts in understanding M&A performance issues.

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