Peanut Variety Performance in Florida 2002-2005

Variety choice is a critical management decision for peanut production. There are several good peanut varieties to choose from today. This document is SS-AGR-13, one of a series of the Agronomy Department, UF/IFAS Extension. Originally published as Marianna NFREC Research Report 06-1. Publication date January 2006.

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Peanut Variety Performance in Florida 2003-2006

EDIS ◽

10.32473/edis-ag269-2007 ◽

2007 ◽

Vol 2007 (15) ◽

Author(s):

Barry L. Tillman ◽

Daniel W. Gorbet ◽

Mark W. Gomillion ◽

J. McKinney ◽

W. D. Thomas

Keyword(s):

Disease Resistance ◽

Research Report ◽

Research Centers ◽

University Of Florida ◽

Pod Yield ◽

Variety Performance

SS-AGR-109, a 10-page illustrated report by B. L. Tillman, D. W. Gorbet, M. W. Gomillion, J. McKinney, and W. D. Thomas, provides data from University of Florida trials conducted at Gainesville (Citra) Marianna, and Jay research centers from 2003-2006. Includes tables showing performance in 2006, performance of runner market-type varieties 2003-2006, performance of Virginia market-type varieties 2003-2006, pod yield, and disease resistance of major peanut varieties. Originally published by the UF Department of Agronomy as Marianna NFREC Research Report 07-1, March 2007.

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Writing a Research Report

Research Methods and Statistics in Psychology ◽

10.1017/9781108399555.016 ◽

2018 ◽

pp. 399-418

Keyword(s):

Research Report

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Centralization and Effectiveness of Reward Management in Multinational Enterprises

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000195 ◽

2018 ◽

Vol 17 (2) ◽

pp. 55-65 ◽

Cited By ~ 1

Author(s):

Michael Tekieli ◽

Marion Festing ◽

Xavier Baeten

Keyword(s):

Decision Making ◽

Social Identity Theory ◽

Multinational Enterprises ◽

Role Identity ◽

Management Decision ◽

Role Identities ◽

Management Decision Making ◽

New Perspective ◽

Subsidiary Managers ◽

The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

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