9 found
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Peder J. Johnson [6]Peder Johnson [2]Peder C. Johnson [1]
  1.  16
    Factors affecting transfer in concept-identification problems.Peder J. Johnson - 1966 - Journal of Experimental Psychology 72 (5):655.
  2.  13
    Effects of category attention, relative frequency of relevant values, and practice on attribute identification performance.Peder J. Johnson & Thomas C. Toppino - 1974 - Journal of Experimental Psychology 103 (1):160.
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  3.  13
    Nature of mediational responses in concept-identification problems.Peder J. Johnson - 1967 - Journal of Experimental Psychology 73 (3):391.
  4.  24
    Some determinants of the use of relationships in discrimination learning.Peder Johnson & Daniel E. Bailey - 1966 - Journal of Experimental Psychology 71 (3):365.
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  5.  10
    New evidence for unconscious sequence learning.Jonathan Reed & Peder Johnson - 1994 - Behavioral and Brain Sciences 17 (3):419-420.
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  6.  24
    Conditional and biconditional rule difficulty under selection and reception conditions.Charles R. Sawyer & Peder J. Johnson - 1971 - Journal of Experimental Psychology 89 (2):424.
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  7.  25
    Effects of category composition and response label on attribute identification concept performance.Thomas C. Toppino & Peder J. Johnson - 1973 - Journal of Experimental Psychology 101 (2):289.
  8.  27
    Interaction of positive and negative labels with category composition in attribute identification concept performance.Thomas C. Toppino & Peder J. Johnson - 1974 - Journal of Experimental Psychology 102 (6):1035.
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  9.  24
    A Family Affair: A Case of Altruism or Aggrandizement? [REVIEW]David P. Boyd, Jay A. Halfond, Peder C. Johnson & Timm L. Kainen - 2013 - Journal of Business Ethics 113 (1):157-161.
    The case recounts an incident of theft at a CEOs home during a company party. The rogue may well be an employee, and the CEO considers his options: should he let the matter pass and preserve the good will generated by the party, or should he stand on principle and engage the issue frontally? Three commentators provide perspective on an optimal response. They consider whether the CEOs true intent is to show appreciation or showcase opulence. In addition, the aberrant behavior (...)
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