This collection includes most of the ASU Theses and Dissertations from 2011 to present. ASU Theses and Dissertations are available in downloadable PDF format; however, a small percentage of items are under embargo. Information about the dissertations/theses includes degree information, committee members, an abstract, supporting data or media.
In addition to the electronic theses found in the ASU Digital Repository, ASU Theses and Dissertations can be found in the ASU Library Catalog.
Dissertations and Theses granted by Arizona State University are archived and made available through a joint effort of the ASU Graduate College and the ASU Libraries. For more information or questions about this collection contact or visit the Digital Repository ETD Library Guide or contact the ASU Graduate College at gradformat@asu.edu.
Research on priming has shown that exposure to the concept of fast food can have an effect on human behavior by inducing haste and impatience (Zhong & E. DeVoe, 2010). This research suggests that thinking about fast food makes individuals impatient and strengthens their desire to complete tasks such as…
Research on priming has shown that exposure to the concept of fast food can have an effect on human behavior by inducing haste and impatience (Zhong & E. DeVoe, 2010). This research suggests that thinking about fast food makes individuals impatient and strengthens their desire to complete tasks such as reading and decision making as quickly and efficiently as possible. Two experiments were conducted in which the effects of fast food priming were examined using a driving simulator. The experiments examined whether fast food primes can induce impatient driving. In experiment 1, 30 adult drivers drove a course in a driving simulator after being exposed to images by rating aesthetics of four different logos. Experiment 1 did not yield faster driving speeds nor an impatient and faster break at the yellow light in the fast food logo prime condition. In experiment 2, 30 adult drivers drove the same course from experiment 1. Participants did not rate logos on their aesthetics prior to the drive, instead billboards were included in the simulation that had either fast food or diner logos. Experiment 2 did not yielded faster driving speeds, however there was a significant effect of faster breaking and a higher number of participants running the yellow light.
As the desire for innovation increases, individuals and companies seek reliable ways to encourage their creative side. There are many office superstitions about how creativity works, but few are based on psychological science and even fewer have been tested empirically. One of the most prevalent superstitions is the use of…
As the desire for innovation increases, individuals and companies seek reliable ways to encourage their creative side. There are many office superstitions about how creativity works, but few are based on psychological science and even fewer have been tested empirically. One of the most prevalent superstitions is the use of objects to inspire creativity or even make a creative room. It is important to test this kind of notion so workplaces can find reliable ways to be innovative, but also because psychology lacks a breadth of literature on how environmental cues interact with people to shape their mental state. This experiment seeks to examine those gaps and fill in the next steps needed for examining at how multiple objects prime creativity. Participants completed two creativity tasks: one for idea generation and one that relies on insight problem solving, the Remote Association Task. There were four priming conditions that relied on objects: a zero object condition, a four neutral (office) objects condition, a single artistic object condition, and finally a four artistic objects condition. There were no differences found between groups for either type of task or in mood or artistic experience. The number of years a participant spent in the United States, however, did correlate with mood, idea generation scores, and insight problem scores. This potentially demonstrates that performance on idea generation and insight tasks rely on the tasks created and culture.
