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Wrist orthoses are used by occupational therapists to decrease pain, support weak muscles and protect tissues during healing. However, use of wrist orthoses has been observed to produce compensatory movements in other upper extremity joints. This paper aims to determine whether wearing wrist orthoses produced compensatory movements of the elbow in addition to the shoulder when performing drinking and hammering tasks.

Two twin-axis electrogoniometers were positioned on the elbow and shoulder to track joint movement. The four conditions were drink with orthosis, hammer with orthosis, drink without orthosis and hammer without orthosis. Joint movement was defined as total angular excursion of the joint throughout the performance of the task. Separate 2 × 2 (joint × orthosis) repeated measures analyzes of variance (ANOVA) were used to evaluate differences in joint excursion of the elbow and shoulder joints between orthosis conditions for each task.

Wearing a wrist orthosis did not change the amount of joint excursion compared to not wearing an orthosis during the drinking and hammering tasks.

Findings suggest that wrist orthoses do not result in statistically significant changes in elbow and shoulder joint movements during simulated drinking and hammering tasks.

The purpose of this paper is to understand better the organizational social capital (SC) levels and their impact on organizations by focusing on personal SC and intra-organizational SC as well as their different connections to organizational gossip and employee performance.

Participants in a field study included 617 employees from five Israeli organizations in the field of aviation and shipping. Levels of personal SC, intra-organizational SC, gossip and self-evaluated performance were measured, and connections between them detected.

The results indicate that intra-organizational SC is positively connected to employee performance, while personal SC is positively linked to gossip. Personal SC also leads to performance with the mediation of intra-organizational SC, although gossip was not found to be connected to performance.

The contributions of this study are both conceptual and practical. The distinction between organizational SC levels is refined, improving organizational research accuracy and facilitating a better grasp of the connections between SC and other variables. The scant research on organizational gossip has been expanded. From a practical perspective, clarification of the link between organizational SC and performance can be beneficial to employees and organizations.