2021
DOI: 10.1016/j.biopsycho.2021.108095
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Stress effects on the oddball P300 and N2 in males and females

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Cited by 6 publications
(10 citation statements)
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“…It is evident that Group 1’s P300 peak amplitude significantly decreases when experiencing the stress response. This outcome signifies that stress indeed decreases the amplitude of the P300 peak, which affirms the theory that stress decreases P300 amplitude [ 20 ]. However, Group 2 displays a distinct consistency level in ERP and P300 amplitude for the oddball task, which contends stress does not affect the P300 amplitude [ 27 ].…”
Section: Discussionsupporting
confidence: 85%
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“…It is evident that Group 1’s P300 peak amplitude significantly decreases when experiencing the stress response. This outcome signifies that stress indeed decreases the amplitude of the P300 peak, which affirms the theory that stress decreases P300 amplitude [ 20 ]. However, Group 2 displays a distinct consistency level in ERP and P300 amplitude for the oddball task, which contends stress does not affect the P300 amplitude [ 27 ].…”
Section: Discussionsupporting
confidence: 85%
“…In order to rationalize both behaviours, we must analyze and identify the potential circumstances in which either behaviour might occur. Kamp et al [ 20 ] identified two factors that may influence the experience of stress and P300 behaviour. Kamp et al [ 20 ] proposed one factor: the stressor’s effectiveness in inducing adequate stress levels.…”
Section: Discussionmentioning
confidence: 99%
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“…More precisely, in a previous study, we found that participants with a blunted P300 showed better performance in the IGT, 19 while another group showed a positive correlation among all ERPs in IGT performance, except for the P300 20 . In addition, the P300 is related to the ability to discriminate relevant stimuli 21 . Thus, a blunted P300 in the IGT translates to less attention being paid to the immediate task reward because it is judged to be irrelevant due to a greater ability to filter distractors, in favour of an efficient long‐term strategy 19 .…”
Section: Introductionmentioning
confidence: 66%