Non-linear models were analysed to describe both the biological and commercial growth curves of the Segureña sheep, one of the most important Spanish breeds. We evaluated Brody, von Bertalanffy, Verhulst, logistic and Gompertz models, using historical data from the National Association of Segureña Sheep Breeders (ANCOS). These records were collected between 2000 and 2013, from a total of 129 610 weight observations ranging from birth to adulthood. The aim of this research was to establish the mathematical behaviour of body development throughout this breed's commercial life (birth to slaughter) and biological life (birth to adulthood); comparison between both slopes gives important information regarding the best time for slaughter, informs dietary advice according to animals' needs, permits economical predictions of productions and, by using the curve parameters as selection criteria, enables improvements in growth characteristics of the breed. Models were fitted according to the non-linear regression procedure of statistical package SPSS version19. Model parameters were estimated using the Levenberg-Marquardt algorithm. Candidate models were compared using the determinative coefficient, mean square error, number of iterations, Akaike information coefficient and biological coherence of the estimated parameters. The von Bertalanffy and logistic models were found to be best suited to the biological and commercial growth curves, respectively, for both sexes. The Brody equation was found to be unsuitable for studying the commercial growth curve. Differences between the parameters in both sexes indicate a strong impact of sexual dimorphism on growth. This can emphasize the value of the highest growth rate for females, indicating that they reach maturity earlier.

Background: Previous research has paid less attention to examine the mechanisms through which positive feedback affects employees’ organizational citizenship behavior (OCB). Moreover, the use of cross-sectional data in most previous research has prevented researchers to make accurate inferences about the mediating processes between feedback and OCB. Given that, more research is required to understand the ways feedback enhances OCB. Purpose: This study sought to explain how positive feedback may affect employees’ OCB. Specifically, a mediating role of organization-based self-esteem (OBSE) in linking positive feedback and OCB was examined in a three-wave time-lagged model. Method: Data were gathered from full-time employees and their supervisors from private banks in two districts of Southern Punjab (N=264). A three-wave time-lagged autoregressive mediation model was tested by using partial least squares structural equation modeling. Results: The results of time-lagged multiple linear regression analyses indicate that positive feedback predicts OBSE, which in turn partially mediates the feedback–OCB relationship. Conclusion: This study concludes that positive feedback itself is less explicative in describing its effect on employees’ OCB. Other mechanisms such as OBSE can explain why positive feedback enhances OCB.

Technology has impacted businesses in different areas, and, consequently, many companies have found it necessary to make changes in their structures and business models to improve customer satisfaction. The objective was to quantify the effect of dynamic capabilities on customer satisfaction, through digital transformation within the automotive sector. A random sample of 42 questionnaires on 127 surveyed industries was collected during the period 2019–2020 in a pre-COVID-19 context. A structural equation model (SEM) in two stages was applied. In the first stage, two reflective models were built. In a second stage, a structural equation model was evaluated. The results obtained in this study showed that the capabilities of sensing, seizing and innovation were suitably grouped in a construct called “Dynamic Capabilities”. A positive influence of Dynamic Capabilities on customer satisfaction was found. Therefore, the companies in this industry should focus on developing dynamic capabilities to improve customer satisfaction. Once the opportunities have been identified, managers take advantage of their potential (seizing) to transform and exploit knowledge in the creation, innovation, process improvement, and definition of strategies to combine new knowledge with that already existing. The digital transformation has contributed to identify the real needs for customers, to contact them and solve their problems, as well as offering products and services by anticipating their needs.