This study examined the performance of men's basketball teams playing on their home court and away from home. In order to counterbalance playing sites and team ability, the performance of 10 league schools using a round-robin schedule was studied. Home teams won significantly more often than their visiting opponents. As predicted, home teams significantly outperformed their opponents in terms of functionally aggressive behavior, such as rebounds, steals, and blocked shots. Also, as predicted, visiting teams displayed significantly more dysfunctional aggression, such as fouls. There were no significant differences between home and away teams with respect to fine motor movements, such as field goal and free throw percentages. It appears that the salient behavioral dimension differentiating home and away play is aggressive behavior. Several theoretical models were explored for explaining the present findings and promoting future research.

We compared "bottom-up," "top-down," and "bidirectional" models of relationships between global and life facet satisfactions m a sample of university professors A bottom-up model proposed that specific life facet satisfactions determine satisfaction with life in general A top-down model proposed that global life satisfaction determines satisfaction in specific life domains A bidirectional model proposed reciprocal influences between global and life facet satisfaction We used LISREL-VI to contrast these models and, overall, the bidirectional model received strongest support However, direction of relations between global and life facet satisfaction vaned across life domains We suggest that differences in domain scope, cnticality, and centrahty may de-

Consumers increasingly subscribe to community-supported agriculture (CSA) programs as an alternative retail channel for fresh produce. Compared with supermarket retailers, CSAs are built around an ethos of community rather than efficiency and economies of scale; and CSA programs demand far greater customer co-production than supermarket retailers. For instance, CSA members (customers) assume responsibilities for physical distribution, market timing, and financial risk taking-activities that, for customers of traditional supermarkets, are assumed by the retailer or other market intermediaries. Service-dominant logic suggests that such co-production activities provide value for consumers. And the expanding demand for CSA programs anecdotally supports the notion that consumers find value in co-producing fresh produce. However, whether or not co-production leads to greater satisfaction with a product category remains largely untested. We draw on community theory to test if engagement in co-production activities leads to satisfaction with a product category. By examining product satisfaction, we test an outcome of co-production that is consumer-centric. Results from an exploratory field study suggest that two types of value co-creation-commitment to co-production and behavioral involvement in product-related activities-are positively correlated with product satisfaction. Our results support the notion that value co-creation provides value for consumers. Interestingly, these findings are antithetical to studies that suggest service convenience constitutes non-monetary value for consumers. Our study suggests that the community theory is a viable theoretical frame for consumer research on co-production. Further, our findings suggest that consumer research into the co-creation of value should incorporate measures of product satisfaction and draw on behavioral as opposed to exclusively attitudinal assessments of co-production activities.

role conflict, mindfulness, ethical values, ethics codes,

A study was conducted examining the relationship between perceived work stressors and job performance in a customer contact position. Workers served as technical liaison between clients and company engineers and were evaluated in terms of how efficiently communication networks were installed and maintained at the customer's site. As predicted, a significantly greater proportion of individuals in the high performance group reported low levels of job stressors, suggesting that perceptions of job stress can relate to quality service. Implications of these findings for managing service positions are discussed.