Time for work: Analyzing the role of time perspectives in work attitudes and behaviors

Time perspective affects daily time use and daily functioning in individuals with Schizophrenia Spectrum Disorders: Results from the multicentric DiAPAson study

Time perspective (TP) influences various aspects of human life. We aimed to explore the associations between TP, daily time use, and levels of functioning among 620 patients (313 residential patients and 307 outpatients) with a diagnosis of Schizophrenia Spectrum Disorders (SSD) recruited from 37 different centres in Italy. The Brief Psychiatric Rating Scale and the Specific Levels of Functioning (SLOF) were used to assess psychiatric symptoms severity and levels of functioning. Daily time use was assessed using an ad hoc paper and pencil Time Use Survey. The Zimbardo Time Perspective Inventory (ZTPI) was used to assess TP. Deviation from Balanced Time Perspective (DBTP-r) was used as an indicator of temporal imbalance. Results showed that the amount of time spent on non-productive activities (NPA) was positively predicted by DBTP-r (Exp(β): 1.36; p .003), and negatively predicted by the Past-Positive (Exp(β): 0.80; p .022), Present-Hedonistic (Exp(β): 0.77; p .008), and Future (Exp(β): 0.78; p .012) subscales. DBTP-r significantly negatively predicted SLOF outcomes (p .002), and daily time use, in particular the amount of time spent in NPA and Productive Activities (PA), mediated their association. Results suggested that rehabilitative programs for individuals with SSD should consider fostering a balanced time perspective to reduce inactivity, increase physical activity, and promote healthy daily functioning and autonomy.

Gradually or immediately? The effects of ad type and fresh start mindset on health persuasion

As a necessary means of encouraging individuals to adopt healthy behaviors, improving the persuasiveness of ads related to health has been a major topic of common concern in both academic and practical circles. However, scant attention has been given to how consumers' fresh start mindset (FSM) may influence the effect of ad types on health persuasion. Based on the construal level theory (CLT), the current research investigates the interplay of ad type (progression ad vs. before/after ad) and FSM (weak vs. strong) on the persuasiveness of health ads and the mechanisms underlying it. Across three studies, we demonstrated that progression ads are more effective when consumers have a weak FSM, whereas a before/after ad will be more persuasive when consumers hold a strong FSM. More importantly, consumers' perceived feasibility and desirability drive the interactive effect of ad type and FSM, such that perceived feasibility mediates the positive effect of progression ads on persuasion among consumers with a weaker FSM, while perceived desirability mediates the positive effect of before/after ads on persuasion among consumers with a stronger FSM. Our findings extend the existing literature streams on the fresh start effect, message persuasion, and construal level theory and provide practical insights for health product manufacturers and policymakers concerned about public health.

A CEO's Future Temporal Depth and Organizational Resilience

Scholars have long investigated the organizational antecedents of resilience, but less is known about CEO-level antecedents. This is surprising, since upper echelons research suggests that a CEO influences major firm decisions. Addressing this gap in our knowledge, we suggest that a CEO prepares for and adjusts to unexpected events in the environment on the basis of the individual future temporal depth (FTD). It reflects the temporal distance into the future that a CEO usually takes into consideration when contemplating future events. Our study of CEOs of 462 S&P500 firms during the Global Financial Crisis and the COVID-19 pandemic shows that a CEO's longer FTD is associated with less severe economic losses but with a longer recovery time from adversity. If such a CEO can draw on a functionally diverse TMT, the losses are less severe, while prior organizational crisis experience reduces the recovery time. Our paper contributes to organizational resilience research by uncovering its cognitive underpinnings and offering a contextual learning perspective on organizational resilience. We also contribute to upper echelons research by unveiling a CEO's role in preparing for and adjusting to adversity.