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Distinguishing between physical and social aggression, this study aimed to examine whether the predictive effect of aggression on resource control is moderated by prosocial behavior and corresponds to a linear or a curvilinear trend. Moderating effects of children's social preference among peers and child sex in this context were also tested.

Based on a sample of 682 kindergarten children (348 girls; average age 72.7 months, 3.6 SD), multilevel regressions revealed additive linear effects of social preference and prosociality on resource control.

Moderate (but not high) levels of social aggression also facilitated resource control for disliked children. There was no such threshold effect for well‐liked children, who increasingly controlled the resource the more socially aggressive they were. In contrast, physical aggression hampered resource control unless used very modestly.

The present study has a number of positive features. First, the distinction between physical and social aggression improves our understanding of the relation between aggression and social competence and sketches a more differentiated picture of the role of different forms of aggression in resource control. Second, this study combines the concept of resource control with the concept of social preference and investigates curvilinear effects of aggression. Third, the direct observation of resource control in the Movie Viewer increases the internal validity of this study.

The purpose of this study was to test a new approach to deviancy training, that is, the shaping and reinforcing of disruptive behaviors in social interaction, which considers not only reinforcement, but also the modeling processes involved, as well as children's roles as either providers or receivers of the training.

Using teacher reports and observations from a semi-naturalistic experimental setting with young children, the authors examined the prevalence of provided and received modeling and positive reinforcement, as well as the concurrent contribution of behavior problems on these processes in friendship dyads using a convenience sample of six-year-old twins (N=783; 386 boys). Frequency analyses and linear and logistic regressions were conducted.

Results indicated that modeling and positive reinforcement – provided and received – were prevalent in this low-risk sample, that behavior problems were associated mainly with provided dimensions, and that deviancy training processes were also displayed between disruptive and non-disruptive children.

Findings are relevant to peer-oriented programs designed to prevent antisocial behaviors. Prevention should target these mixed friendships where deviant behavior likely begins.

This study provides preliminary support for a new measure of deviancy training, underscores the importance of the roles taken by children, and shows that deviancy training takes place between disruptive and non-disruptive young children.

Successful corporate turnarounds occur, thus avoiding liquidation, but historical examples are few. In late nineteenth century France Henri Fayol became managing director (CEO) of a vertically integrated iron and steel firm and made various decisions that retrieved the firm from the brink of liquidation. In examining his career, the competitive nature of the industry, and his decisions, it is suggested that he employed a deliberate and comprehensive corporate strategy to guide the firm toward its objectives. While he developed his theory of management from these experiences and claimed that its application was the primary cause of the turnaround, this paper suggests that there were several other factors at work.

Traces seven generations of Henri Fayol′s family through family records and public documents found in France. These previously unpublished records document the financial situation of the Fayol family, further details of Fayol′s career, and other information concerning his descendants. For many years the Fayol family members and their in‐laws had close ties with Commentry‐Fourchambault and Decazeville. Suggests the circumstances which led to the estrangement of Henri Fayol from his only son, as well as the role the Fayols played in the international management movement.