stouten

stout·en

 (stout′n)
tr. & intr.v. stout·ened, stout·en·ing, stout·ens
To make or become stout or stouter.

stouten

(ˈstaʊtən)
vb (tr)
to make or become stout or stouter

stout•en

(ˈstaʊt n)

v.i., v.t.
to make or become stout.
[1825–35]
Translations
References in periodicals archive ?
Decoster, Camps, Stouten, Vandevyvere, & Tripp, 2013) and organizational citizenship behavior (Harris, Harvey, & Kacmar, 2011).
2007; Reed, Zeglen, & Schmidt, 2012; Scharlemann, Eckel, Kacelnik, & Wilson, 2001; Stouten & de Cremer, 2010; Tortosa, Strizhko, Capizzi, & Ruz, 2013).
In a series of experiments, Stouten and de Cremer (2010) addressed the joint influence of emotional expressions (anger or joy) and written messages (reflecting a cooperative or non-cooperative intention) in both cooperation behavior and perception of several attributes of people.
Neutral expressions were included in order to have a proper baseline to compare cooperation levels in a meaningful way (thereby avoiding limitations like those described for the work by Stouten & de Cremer, 2010).
Babalola, Stouten, and Euwema, 2016) When workers feel highly valued by their organization, they reciprocate by displaying a variety of positive outcomes, comprising reduced turnover intention and actual turnover.
Babalola, Stouten, and Euwema, 2016) The interaction between perceived job autonomy and perceived supervisor support should envisage changing degrees of turnover intention.
Babalola, Stouten, and Euwema, 2016) When the link between the supervisor and workforce is typified by confidence, disseminated duties, socio-emotional resources, and a long-run tendency (Nica and Hurjui, 2016), the workers should grasp the exchange link as social.
As described, numerous studies have been conducted regarding leadership behavioral traits, but there is limited research concerning the framework which assesses ethical leadership principles and the effects of workplace bullying (Ciulla, 2004; LaVan and Martin, 2008; Stouten et al.
De Cremer and Stouten (2005) found that participants in the high procedural justice condition exhibited stronger positive emotions than those participants in the low procedural justice condition.
Present at the event were Pim Stouten, Solutions Manager, LexisNexis and Raghavendra Manbol, Head - Information Solutions, Edutech Middle East in addition to other senior officials from both companies.
Through this forum, we are aiming to help customers win in their own marketplace, improve productivity, increase profitability and stimulate growth," concluded Pim Stouten.