The Ego Phenomenon and the Doping Problem in Sport: A Historical Conceptual Analysis

The concept of ego has various meanings in the field of psychology, depending on the paradigmatic and theoretical framework point of departure. The ego phenomenon as operationalized and measured in the theoretical framework of goal orientation will be the contextual framework for a historical conceptual analysis. In the past three decades, research in the theoretical framework of goal orientation has revealed a positive relationship between ego involvement and the tendency to use the prohibited substances to enhance performance in sport. The concept of the ego phenomenon as operationalized within goal orientation theory and meanings attached to the concept can be connected to the historic oriental writings that were written ~2,500 years ago. These attached meanings to the ego phenomenon include elements of extreme competitiveness and outcome orientation, as well as social comparisons and the external norms for the measurement of success and failure. These meanings can be traced back to the classical works involving the Bhagavad Gita, the Tao Te Ching, and the Eastern Origins of Mindfulness that are part of the broader Buddhist philosophical system. Meister Eckhart, a 12th century German theologian, in his significant contribution on the analysis of the having mode as opposed to the being mode also provides insight into the ego phenomenon that can explain why the ego phenomenon can be linked to some of the deeper psychological motives of using the prohibited substances. The researchers in psychology do not yet have a full understanding of why certain athletes dope or have a susceptibility to use the prohibited substances or performance enhancing drugs (PEDs) and thus the motivation for this historical conceptual analysis of the ego phenomenon. Therefore, this article aimed to deepen the understanding of psychological motives of the athletes who exhibit tendencies toward cheating in general and the proclivity to use the prohibited substances.

Company transition from selling goods to selling solutions

Accelerating digitalization of the economy and changing pandemic-driven consumer trends provide companies with opportunities for a complete customer satisfaction by using solutions. This work aims to consider the formation of a solution as the basis for the servitization of a company. The analysis of academic and consulting literature on solution and servitization concepts was used as a research method. The paper proposes an approach to define the concept of solution as an offer. Two types of sales using solutions have been determined: solution selling and outcome selling. The definition of an outcome-oriented solution is provided. Based on this definition and the key features of a solution, a solution creation model is formed which includes the following components: the key elements and characteristics, the nature of the problem, joint value creation, and outcome orientation. The paper develops a model of the servitization process and compares the categories of goods, services, and solutions taking into account the development of the concept of ecosystems. Researchers can use the findings to build solution models and develop the outcome component of a solution. Practitioners can use the results to make the company transition from selling goods to selling solutions.

Exploring Court Culture and its Scale Development

I conducted three interlocking studies to explore the concept of court culture and to develop a court culture scale. In study 1, I conducted in-depth interviews of legal professionals and clients (n=51) from the Indian states of Uttar Pradesh (UP) and Uttarakhand (UK) to identify the indicators of court culture. In study 2, I generated the items and refined them. In study 3, I surveyed legal professionals to assess measurement dimensionality and reliability (n=517). The scale indicated seven independent court culture dimensions: outcome orientation, manipulation, discipline, individualism & collectivism, work orientation, pride, and professionalism.

Effects of a Sport Education Intervention on Students’ Self-Esteem and Sport Confidence in University Badminton Classes

The purpose of the present study was to assess the effectiveness of a sport education curriculum model in improving self-esteem and state sport competency. Students in the sport education group reported significant pre- to post-intervention increases in self-esteem, but not in the state sport competence. The results could be interpreted by Vealey’s (1986) recommendations that the state sport competence is hypothesized to be positively related to performance orientation primarily focused in general college physical activity class, and negatively related to outcome orientation which is a core element of the SEM. However, self-esteem is positively related to outcome orientation (e.g., feelings of success, accomplishment, belongings, team affiliation, and formal competition). Similar to Wallhead and Ntoumanis’ (2004) study, although a primary goal of sport education is to develop competence in sport (Siedentop, 1994), implementation of the course SEM may indirectly affect the SEM’s potential for developing student skill. The lack of significant improvement in the sport education student’s state sport competence might be due to the relatively short duration of the intervention and fewer opportunities for students to practice skills in badminton that is easy to play but hard to master. Further research is required to examine the potential effect on student skill development and perceptions of competence in the sport education courses.

Firm culture and management accounting practices among manufacturing firms in Nigeria

This study sought to find out the effects of firm culture on management accounting practices (MAPs). The study used a structured questionnaire to collect data from 220 randomly selected manufacturing firms out of 514 firms and used logistic regression for analysis. This study examined seven dimensions of firm cultures, including innovation/risk orientation culture, people orientation culture, outcome orientation culture, aggressive culture, stability culture, team-based culture, and attention to details culture. The study established that team-based, attention to details, and stability cultures have a significant influence on the choice of management accounting practices. In contrast, the considerable influence of other cultural dimensions lacks statistical support. The study concludes that attention to details culture and team-based culture are barriers to modern management accounting practices, and cautions should be exercised by managers in using these cultures. Therefore, this study recommends that manufacturing firms in Nigeria should be cautious of their culture and its implication on MAPs. In a more specific term, they should practice cultures that will allow them to choose modern MAPs and take advantage of the benefits attached.

The Influence of Organizational Culture on Employee Performance

This study was motivated by the insignificant performance of employees at Municipal Waterworks (Perusahaan Daerah Air Minum, PDAM) in Majalengka Regency office. Their performance was considered to be insignificant due to the following indicators: (1) some employees were less responsible resulting poor performance in carrying out the task; (2) some employees lack discipline in carrying out tasks such as coming and leaving work not following the applicable regulations; (3) some employees carried out their tasks not following the applicable guidelines (resulting poor quality of work); (4) There were delays in reporting by employees. This study used descriptive and survey methods by processing and analyzing quantitative data through a parametric statistical approach. The calculation was conducted using the SPSS version 19 program. The parameters used were variable X which was organizational culture and variable Y which was employee performance. According to Robin, organizational culture includes innovation and risk placement, clear attention, outcome orientation, people orientation, team orientation, aggressiveness, and stability. Meanwhile, according to Moeherionon, employee performance includes effectiveness, efficiency, quality, timeliness, productivity, and safety. After analyzing the data and testing the hypothesis, the results indicated that the organizational culture in Majalengka PDAM office was categorized well with the respondents’ response of 3.45 and a standard deviation of 0.574. Meanwhile, the employee performance reached a good category with a respondents’ response of 3.49 and a standard deviation of 0.705. The correlation coefficient (r) between variable X and Y was 0.828 indicating the influence of organizational culture on service quality by 68.5%. Moreover, the results of the t-test (significant level) obtained a t-value of 15.683 with a t-table of 1.661. Thus, t-arithmetic was greater than the t-table. Therefore, H0 was rejected and H1 was accepted. In other words, there was a positive and significant influence between organizational cultures (X) on employee performance (Y).

PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA TIM DALAM PENERAPAN PATIENT SAFETY

Budaya organisasi merupakan interaksi yang kompleks atas kinerja sejumlah individu dalam sebuah organisasi.Penelitian ini bertujuan untuk mengetahui pengaruh budaya organisasi terhadap kinerja tim dalam penerapankeselamatan pasien di Rumah Sakit Ibnu Sina Makassar. Penelitian ini adalah metode penelitian kuantitatifdengan menggunakan desain cross sectional study. Pengumpulan data dengan wawancara menggunakankuesioner. Sampel penelitian adalah semua perawat di Instalasi Rawat Inap RS.Ibnu Sina sebanyak 107 orang.Data dianalisis menggunakan uji Chi-Square dan uji regresi linear berganda untuk melihat pengaruh variabelindependen terhadap variabel dependen. Hasil penelitian menunjukkan bahwa variabel innovation & risk takingberpengaruh signifikan terhadap kinerja tim (p 0.009 < 0.05) dan besar nilai koefisien regresi adalah 0.089(positif). variabel attention to detail tidak berpengaruh signifikan terhadap kinerja tim (p 0.204 > 0.05) dan nilaikoefisien regresi (β) adalah -0.045 (negatif). Variabel outcome orientation berpengaruh signifikan terhadapkinerja tim (p 0.00 < 0.05) dan besar nilai koefisien regresi (β) adalah 0.293 (positif). Variabel peopleorientation berpengaruh signifikan terhadap kinerja tim (p 0.00 < 0.05) dan nilai koefisien regresi (β) adalah0.210 (positif). Variabel team orientation tidak berpengaruh signifikan terhadap kinerja tim (p 0.564 > 0.05) danbesar nilai koefisien regresi (β) adalah 0.031 (positif). Variabel aggressiveness tidak berpengaruh signifikanterhadap kinerja tim (p 0.564 > 0.05) dan besar nilai koefisien regresi (β) adalah 0.031 (positif). Variabelstability berpengaruh signifikan terhadap kinerja tim (p 0.000 < 0.05) dan besar nilai koefisien regresi (β) adalah0.281 (positif).