scholarly journals Responsiveness and communication medium in dyadic interactions

1976 ◽  
Vol 8 (1) ◽  
pp. 13-15 ◽  
Author(s):  
Carol Werner ◽  
Bibb LatanÉ
Keyword(s):  
Dyadic Interactions ◽  
Communication Medium

Predicting Intimacy in Dyadic Interactions

1998 ◽  
Author(s):  
J. P. Laurenceau ◽  
L. F. Barrett ◽  
P. R. Pietromonaeo
Keyword(s):  
Dyadic Interactions

Derivation of Subgroups from Dyadic Interactions

1990 ◽  
Author(s):  
Dawn Iacobucci ◽  
Stanley Wasserman
Keyword(s):  
Dyadic Interactions

Audio-Visual Prediction of Head-Nod and Turn-Taking Events in Dyadic Interactions

2018 ◽  
Author(s):  
Bekir Berker Türker ◽  
Engin Erzin ◽  
Yücel Yemez ◽  
Metin Sezgin
Keyword(s):  
Dyadic Interactions ◽  
Turn Taking

Scheduling of Transmission Order for Systems With Shared Communication Medium

2009 ◽  
Vol 42 (4) ◽  
pp. 1184-1189
Author(s):  
Yuqian Guo ◽  
Youyi Wang ◽  
Lihua Xie ◽  
Huanshui Zhang
Keyword(s):  
Communication Medium

scholarly journals Interrogating Social Virtual Reality as a Communication Medium for Older Adults

2019 ◽  
Vol 3 (CSCW) ◽  
pp. 1-24 ◽  
Author(s):  
Steven Baker ◽  
Ryan M. Kelly ◽  
Jenny Waycott ◽  
Romina Carrasco ◽  
Thuong Hoang ◽  
...  
Keyword(s):  
Older Adults ◽  
Virtual Reality ◽  
Communication Medium

scholarly journals The role of dyadic interactions between CEOs, chairs and owners in family firm governance

2021 ◽  
Author(s):  
Hanna Maria Sievinen ◽  
Tuuli Ikäheimonen ◽  
Timo Pihkala
Keyword(s):  
Decision Making ◽  
Cognitive Conflict ◽  
Family Firm ◽  
Dyadic Interaction ◽  
Dyadic Interactions ◽  
Board Processes ◽  
Governance Process ◽  
Back Stage ◽  
Firm Owners

AbstractThe objective of this case-based study is to understand how the dyadic interaction between the key governance actors can influence the decision-making aimed at directing and controlling a family firm. The study provides evidence that dyadic interaction at the back stage of the formal governance process can offer a privileged position for the family firm owners who serve on the board, and the non-family member Chair of the Board, to influence decision-making before, after and between board meetings. The cases studied suggest that dyadic interactions can serve as preparation for formal board processes and complement and clarify them, yet they also have the potential to conflict with them. Dyadic interaction is also shown to offer important relational and emotional benefits that may not necessarily be achieved through larger group interaction. The findings suggest that although the actors can self-regulate their behaviour through informal rules, the rules may imperfectly address one risk of dyadic interaction—the reduced cognitive conflict among the board.

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