Running head: COMPARE AND CONTRAST ARTICLE REVIEW 1 & 2 1 2 COMPARE AND CONTRAST Compare and Contrast Article Review 1 & 2 Alice Caruthers Department of Psychology, Florida Institute of Technology PSY 2446 – Sport Psychology [2022 Fall 2] Dr. Todd Caze II November 27, 2022 Compare and Contrast Article Review 1 & 2 The two groups used in the articles had key similarities and differences. One is that the participants from the two groups were team sports athletes. However, participants in the first article played on the national level in various sports. The difference between the two groups is that the participants in the second article were winter sports athletes from three-sport universities (Sheehan et al., 2018). The athletes in the first article were from six sports, which include football, hockey, rugby, basketball, hurling, soccer, and Gaelic football. Overall, the first article used a sample of 215 participants, while the second used 685 participants. The similarity between the two articles regarding the study method is that they used the qualitative research methodology through participant observation. The first article used the SPSS and Mplus model, which summarizes descriptive statistics and correlation coefficients (Sheehan et al., 2018). In contrast, the second article used the SPSS model 26.0 and Amos 26.0 to outline the correlation coefficients and descriptive statistics. (Wu et al., 2021). The first article concludes that meeting basic needs helps to motivate athletes through competence motivation influences the mental health of athletes. In contrast, the second concludes that athletes' motivational approaches are critical for managing mental health. These findings from the two articles influence the general conclusion of the paper. They draw conclusion that the study's findings are applicable to everyday life because they provide insight into the motivating mechanisms that athletes use to satisfy their basic requirements (Wu et al., 2021). Additionally, they emphasize how addressing the most basic needs is linked to motivating patterns in athletes. Findings from the overall article are useful in understanding the numerous factors that can cause mental health concerns in sports. References Sheehan, R. B., Herring, M. P., & Campbell, M. J. (2018). Associations between motivation and mental health in sport: A test of the hierarchical model of intrinsic and extrinsic motivation. Frontiers in Psychology, 9, 707. Wu, X., Zainal Abidin, N. E., & Aga Mohd Jaladin, R. (2021). Motivational processes influencing mental health among winter sports athletes in China. Frontiers in psychology, 3727. W26019 MITIMETH: A NIGERIAN SOCIAL ENTERPRISE GOES GLOBAL Makarand Gulawani wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have d.

1. Running head: COMPARE AND CONTRAST ARTICLE
REVIEW 1 & 2 1
2
COMPARE AND CONTRAST
Compare and Contrast Article Review 1 & 2
Alice Caruthers
Department of Psychology, Florida Institute of Technology
PSY 2446 – Sport Psychology [2022 Fall 2]
Dr. Todd Caze II
November 27, 2022
Compare and Contrast Article Review 1 & 2
The two groups used in the articles had key similarities
and differences. One is that the participants from the two groups
were team sports athletes. However, participants in the first
article played on the national level in various sports. The
difference between the two groups is that the participants in the
second article were winter sports athletes from three-sport
universities (Sheehan et al., 2018). The athletes in the first
article were from six sports, which include football, hockey,

2. rugby, basketball, hurling, soccer, and Gaelic football. Overall,
the first article used a sample of 215 participants, while the
second used 685 participants.
The similarity between the two articles regarding the study
method is that they used the qualitative research methodology
through participant observation. The first article used the SPSS
and Mplus model, which summarizes descriptive statistics and
correlation coefficients (Sheehan et al., 2018). In contrast, the
second article used the SPSS model 26.0 and Amos 26.0 to
outline the correlation coefficients and descriptive statistics.
(Wu et al., 2021). The first article concludes that meeting basic
needs helps to motivate athletes through competence motivation
influences the mental health of athletes. In contrast, the second
concludes that athletes' motivational approaches are critical for
managing mental health.
These findings from the two articles influence the general
conclusion of the paper. They draw conclusion that the study's
findings are applicable to everyday life because they provide
insight into the motivating mechanisms that athletes use to
satisfy their basic requirements (Wu et al., 2021). Additionally,
they emphasize how addressing the most basic needs is linked to
motivating patterns in athletes. Findings from the overall article
are useful in understanding the numerous factors that can cause
mental health concerns in sports.
References
Sheehan, R. B., Herring, M. P., & Campbell, M. J. (2018).
Associations between motivation and mental health in sport: A
test of the hierarchical model of intrinsic and extrinsic
motivation.
Frontiers in Psychology, 9, 707.
Wu, X., Zainal Abidin, N. E., & Aga Mohd Jaladin, R. (2021).
Motivational processes influencing mental health among winter
sports athletes in China.
Frontiers in psychology, 3727.

3. W26019
MITIMETH: A NIGERIAN SOCIAL ENTERPRISE GOES
GLOBAL
Makarand Gulawani wrote this case solely to provide material
for class discussion. The author does not intend to illustrate
either
effective or ineffective handling of a managerial situation. The
author may have disguised certain names and other identifying
information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized,
or otherwise reproduced in any form or by any means without
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permission of the copyright holder. Reproduction of this
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organization. To order copies or request permission to
reproduce materials, contact Ivey Publishing, Ivey Business
School, Western
University, London, Ontario, Canada, N6G 0N1; (t)
519.661.3208; (e) [email protected]; www.iveypublishing.ca.
Our goal is to publish
materials of the highest quality; submit any errata to
[email protected] i1v2e5y5pubs

4. Copyright © 2022, Ivey Business School Foundation Version:
2022-08-12
In January 2022, as the world grappled with the COVID-19
pandemic, Achenyo Idachaba-Obaro was in
Ibadan, Nigeria, busy preparing an international marketing
strategy for MitiMeth. MitiMeth was an
innovative social enterprise founded by Idachaba-Obaro, which
produced handcrafted products made from
natural fibres—agricultural waste and aquatic weeds—that were
otherwise considered to be waste or an
environmental hazard. MitiMeth added value to this material by
transforming it into well-designed furniture
and home furnishings, storage boxes, lamps, kitchen and dinner
ware, stationery, and souvenir items.
Idachaba-Obaro’s initiative of transforming this environmental
nuisance into marketable products provided
work for more than 600 people from over twenty-five
communities in Nigeria. Despite challenges in
exporting from Nigeria, MitiMeth had made good progress in
reaching international markets.
MitiMeth had already gone through several challenges, and the
pandemic only added to the difficulties the

5. enterprise had experienced. Idachaba-Obaro needed a plan that
ensured MitiMeth’s long-term sustainability.
THE FOUNDER
Idachaba-Obaro was born in the United States (US) to Nigerian
parents and had a bicultural experience living
and attending school in both the US and Nigeria, before going
on to study computer science at university. As
a young adult, she had always wanted to contribute to Nigeria’s
economic development. (Exhibit 1).
NIGERIA
In 2015, with 180 million people, Nigeria was the most
populous country in Africa. Despite the wealth generated
by the booming oil sector, most of the Nigerian population (62
per cent) lived below the poverty line. This
problem stemmed from the informal and low-paying jobs that
dominated the job sector. The lack of good, well-
paying jobs was reflected by the levels of unemployment and
underemployment in the country. To make matters
worse, 2 million new workers entered the labour force each

6. year. Young people were greatly affected by the
lack of jobs, with almost half of Nigerians aged 15–24 being
either unemployed or underemployed, fuelling
crime and social unrest. This social unrest greatly affected
children‘s education. Nigeria had an enrolment of
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mailto:[email protected]

10. http://www.iveycases.com/
Page 2 W26019
only 60 per cent of boys and 55 per cent of girls in elementary
school. Most children did not attend school out
of fear of violence and recruitment by groups such as the
terrorist group Boko Haram.1
THE SOCIAL ENTERPRISE
Idachaba-Obaro founded MitiMeth, a social enterprise, in 2011.
Her objective was to reduce the water
hyacinth problem in Nigeria. According to Idachaba-Obaro,
water hyacinth clogged rivers, depleted the water
of vital nutrients, and led to significant reductions in fish
populations. Idachaba-Obaro learned that different
communities in East Africa and Southeast Asia had successfully
harvested these weeds and weaved them into
marketable products, and thought that she could do the same in
Nigeria. Idachaba-Obaro spent time in
different communities in the region learning first-hand how to
harvest, dry, and weave the weeds herself.

11. While in Ibadan, Idachaba-Obaro befriended a couple of
artisans and together they made their first products.
With her new-found skills, Idachaba-Obaro established
relationships with different private and public sector
organizations across the country to train communities of
unemployed women and young people to turn the
weeds into functional and decorative products. MitiMeth was
involved in training over 600 workers in
twenty-five communities in Nigeria and Ghana. Through
MitiMeth, Idachaba-Obaro continued teaching a
growing number of communities how to make water hyacinth
products, giving them lifelong skills that
were useful for earning a livelihood. Idachaba-Obaro’s vision
was for MitiMeth to become a top provider
for handmade products (see Exhibit 2).
MitiMeth produced handcrafted products from a variety of
natural fibres that were otherwise considered to
be waste or an environmental nuisance—including aquatic
weeds and agricultural waste such as banana
trees and bamboo. MitiMeth produced well-designed furniture
and home furnishings, storage pieces, lamps,
kitchen and dinner ware, stationery, and souvenir items (see
Exhibit 3). With its business activities,

12. MitiMeth made a notable impact on Nigeria and the surrounding
countries by taking a waste product and
using it to create an eco-friendly and profitable business. By
harvesting the aquatic weeds from rivers,
barriers to river travel were also reduced, resulting in greater
comfort for river-travelling Nigerians.
Additionally, their removal helped increase the populations of
river fish. The social enterprise positively
impacted local communities by creating job opportunities for
women and young people. The jobs created
by MitiMeth were low risk, and anyone who wanted work was
able to join the company.2
After establishing the production process, MitiMeth started
marketing its products. Idachaba-Obaro knew
that the Nigerian market, with its penchant for imported over
locally made goods, was limited. With the
global market for handicraft products reaching at US$ 680.10
billion3 in 2021, MitiMeth would need to go
beyond selling its products in Nigeria.4 Idachaba-Obaro knew
that the US and Canada were profitable
markets for handmade products and that there was a greater
appreciation and demand for such goods.

13. 1 Ionel Zamfir, “At a Glance, Nigeria: Social Situation,“
European Parliamentary Research Service, February 2016,
http://www.europarl.europa.eu/RegData/etudes/ATAG/2016/573
954/EPRS_ATA(2016)573954_EN.pdf.
2 “Laureate 2014: Sub-Saharan Africa, Achenyo Idachaba-
Obaro,“ Cartier Women’s Initiative, accessed May 23, 2022,
https://www.cartierwomensinitiative.com/node/195.
3 All dollar amounts are in USD unless otherwise specified.
4 IMARC Group, “Handicrafts Market: Global Industry Trends,
Share, Size, Growth, Opportunity and Forecast 2022-2027,”
accessed June 12, 2022,
https://www.imarcgroup.com/handicrafts-market.
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Page 3 W26019
GOING GLOBAL
In 2011, while reaching out to various retailers worldwide,
Idachaba-Obaro learned about the World Fair
Trade Organization (WFTO) (see Exhibit 4) and how some
stores only sold fair-trade items. She knew how
certain retail stores emphasized fair trade in their practices and
realized that becoming a certified fair-trade
organization would be helpful to MitiMeth.
In 2016, through the Kenyan social enterprise Kisumu
Innovation Centre, MitiMeth was connected to the
WFTO’s regional director for Africa. Through the WFTO,
MitiMeth successfully applied to attend the Fair
Friends in Germany as a provisional member, and received an
invitation to participate in Germany’s

18. Corporation for International Cooperation GmbH (GIZ) ’s
delegation as well as the trade fair in Germany.
It was a big opportunity for MitiMeth. At GIZ, Idachaba-Obaro
was able to network with and learn from
numerous social enterprises from across the world that were
already exporting products. Fair Friends
offered MitiMeth a glimpse into how international markets
differed from domestic ones. Additionally,
Idachaba-Obaro developed a better understanding of exporting
and using the proper channels for export.
The next step for Idachaba-Obaro was to plan for entering the
international market. She knew that to
motivate international customers she needed to share the stories
of transformation, hope, culture, and the
development behind MitiMeth’s products. She already knew that
certain North American stores only sold
products made by fair-trade members and that fair-trade
practices and products were important to some
consumers. Hence, she prioritized MitiMeth becoming a fair-
trade certified organization in order to open
new doors for her social enterprise. MitiMeth was granted
provisional membership of the WFTO and began
to build its presence in the market for handmade, eco-friendly
products. However, unlike her counterpart

19. social enterprises in Kenya, MitiMeth was the only provisional
WFTO member in Nigeria and the cost
burden for fair-trade certification of just one Nigerian
enterprise was significant. With no other Nigeria-
based enterprise interested in going through the process to help
share the cost burden, MitiMeth had to put
the process for full WFTO membership on hold.
Before MitiMeth could even plan to sell its products
internationally, the organization had to consider the
various applicable tariffs, which differed from country to
country. Tariff information was easy to find. Most
countries had information available online, and MitiMeth
products even qualified for duty-free shipment in
several countries. However, the real challenge started when
MitiMeth began to look into how to ship its
products. MitiMeth soon found that exporting from Nigeria was
difficult, since the country lacked the
enabling systems and infrastructure to make exporting easy and
straightforward for small businesses like
MitiMeth. Marketing products internationally was not an easy
task for a small social enterprise in Nigeria.
Information and support on exporting from Nigeria were not

20. readily available. There were several
additional challenges in the country, such as a lack of adequate
infrastructure, an absence of skilled human
resources, corruption, etc. There was yet another difficulty at
the export terminal: Nigeria did not have
appropriate storage and logistics facilities at airports.5
THE CHALLENGE
There was another challenge when it came to promoting
MitiMeth’s products internationally. During her
participation at the trade fair in Germany, Idachaba-Obaro
realized that many other social enterprises had
previously participated in export programs, which had helped
them to become export-ready through export-
5 “Nigeria’s Cargo Airports⎯ A Tale of Broken Dreams,“
Business Day, April 1, 2018,
https://businessday.ng/exclusives/article/nigerias-cargo-
airports-tale-broken-dreams/.
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Page 4 W26019
focused product design and development and had paid for their
participation at exhibitions and trade fairs.
Unfortunately, Nigeria was not one of the countries for which
assistance was available through most of
these programs, putting MitiMeth at a disadvantage. MitiMeth
needed hand holding and assistance with

25. market development in order to successfully enter the export
market. Large companies spent millions of
dollars on marketing alone. MitiMeth did not have a large
budget to run multiple advertisements in different
countries and languages. In other words, MitiMeth was at a
significant disadvantage: how could the
organization win customers if no one knew about them?
MitiMeth needed access to markets outside of Nigeria,
particularly in Europe and North America. As the
COVID-19 pandemic kept spreading during 2020 and 2021,
Idachaba-Obaro spent a lot of time and energy
on marketing MitiMeth’s products. She realized that MitiMeth
had a chance to enter global markets through
her experience of various international conferences and
meetings. In 2018, MitiMeth signed up for the
International Trade Centre’s SheTrades Commonwealth program
(SheTrades) designed to facilitate
participation of women-owned businesses in international trade
and increase job creation in Commonwealth
countries. In 2020, MitiMeth participated in several ‘Pivoting to
Digital’ sessions organized by SheTrades,
designed to help businesses explore trade through digital
platforms. With lockdowns being enforced and

26. most people sheltering in place, the demand for home goods
began to experience increased growth. This
was a welcome development, and MitiMeth was subsequently
selected by SheTrades to participate in the
first Digital NY NOW show, which took place in October 2020.
As demand for more sustainable and ethical
products kept increasing worldwide, Idachaba-Obaro thought
she could use MitiMeth’s status as an eco-
friendly and livelihoods-enabling organization to leverage it
into the market to fulfill the demand for such
household products. Additionally, Idachaba-Obaro identified
that MitiMeth could sustain its business if it
could meet demand fuelled by long-term business-to-business
customers in the US and Canada.
REVENUE
Fortunately, Idachaba-Obaro’s expertise in computer science
helped her create an online presence. She used
her computer skills to develop an informative and user-friendly
website for MitiMeth, including the
organization’s story, informative blogs, and an online shop. She
also made MitiMeth products available
through Etsy, Inc., an online marketplace for handcrafted

27. products. The sales revenue from corporate
consumers and local retailing had shown a very positive trend
year over year. The majority of MithMeth’s
sales came from sales direct to consumers. The bestselling
product was dinnerware (a set of placemats and
coasters), that retailed for around $37, and was available for
purchase online along with several other
products. MitiMeth also offered made-to-order products.
MitiMeth had a small team that looked after online sales from
its headquarters in Ibadan, Nigeria. For
MitiMeth, the most challenging revenue source was e-
commerce. Idachaba-Obaro realized that
international customers, particularly those in North America,
were reluctant to purchase MitiMeth’s
products online because of the unavailability of samples and not
having a local contact to resolve any after-
sale issues that arose. Idachaba-Obaro, from her experience,
knew that most of customers purchased
products they were able to see, touch, and try. MitiMeth did not
have enough resources to have a local
contact or distributors in the US, Canada, or Europe.

28. THE FUTURE
Idachaba-Obaro wanted to considerably increase MitiMeth’s
revenue in order to better support its members by
increasing their income. During the pandemic, Idachaba-Obaro
realized that she needed to pay more attention
to steadily increasing sales. In late 2020, MitiMeth started
communicating with its international friends, partners,
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Page 5 W26019
and customers in Europe and North America, informing them of
the products available for online purchase (see
Exhibit 5). As a result, MitiMeth received several online orders
from individuals and retail stores.
By 2021, MitiMeth had received several orders from the US,
Sweden, Germany, Spain, and France. The
most significant business-to-business order was from the US,
from a business consumer who placed the
order through the MitiMeth website. This online order
highlighted additional challenges posed by the cyber
security firewalls preventing e-commerce transactions from
being processed without human intervention,
especially for e-commerce platforms based in Nigeria. The US
customer had to call MitiMeth’s bank on
several occasions before the transaction could be processed. Not
all customers had that kind of patience,
especially when there were easier alternatives to be found
elsewhere. Unfortunately, while that particular

33. order was a large one, it was also a one-time order for a
Nigerian-made gift basket.
Another export order arrived following word-of-mouth
publicity. A visitor from Germany called into the
MitiMeth store in Lagos and, after returning home, provided
information about MitiMeth to a business
customer, who placed an order. MitiMeth also had a presence on
the Trade+Impact Associaton’s website,
a global trade association and social impact platform to
advocate and advance women-led social enterprises
in Africa and the Middle East. A Spanish business found
MitiMeth’s information on the Trade+Impact
website and contacted MitiMeth with the intention of co-
creating and producing designs for its new
boutiques opening in Europe.
To increase production capacity, MitiMeth began looking for a
machine with which to make rope from
water hyacinth. Idachaba-Obaro contacted a manufacturer in
Sweden that designed rope-making machines
for community enterprises working with natural fibres. This
relationship progressed well, resulting in an
order being placed for MitiMeth products.

34. In terms of international sales, 2021 was a successful year for
MitiMeth. However, it was not without
challenges. The significant difficulty MitiMeth had was in
receiving online payments. Financial institutions
consistently declined online payments. European and North
American banks were cautious about Nigerian
companies receiving money. Hence, for a seamless shopping
experience for MitiMeth’s international
customers, Idachaba-Obaro decided to use third-party
marketplace platforms for online payments. Another
challenge was the high shipping costs from Nigeria to Europe
and the US. Smaller orders did not make a
sufficient profit, and the cost of shipping them was greater than
the cost of the product itself.
Additionally, there was another reason for MitiMeth’s shrinking
profits. MitiMeth was in the process of
applying for the Nest Seal from the Nest Artisan Guild, which
required compliance with several worker-
related policies. As a result, MitiMeth had high production costs
because of the fair wages paid to its
artisans. Despite increased international orders, MitiMeth’s
profits did not increase. However, MitiMeth

35. did get some benefit from the depreciated value of the Nigerian
naira.
Another considerable challenge was the availability of products
from suppliers in India, Thailand, and
Vietnam, countries which had decades of experience in making
products from water hyacinth and other
natural fibres. Their expertise challenged MitiMeth to make
different and unique products that did not
compete directly on style or cost.
The export market potential was significant for MitiMeth.
However, it was also challenging in its
complexity and level of competition. Hence, Idachaba-Obaro’s
team was continuously open to working
with organizations to help develop new products and create new
collections. At the end of 2021, MitiMeth
was selected by the co/rizom association to receive support for
the development of a collection to be
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Page 6 W26019
showcased at an international exhibition. In 2022, MitiMeth’s
product development team worked with a
co/rizom designer to create a new home collection to be
launched at one of the European design weeks.
For Idachaba-Obaro, 2021 was a trial year to determine the
results of her marketing strategy. Based on her
findings, she began to adjust that strategy. Idachaba-Obaro

40. realized that she needed greater capacity building
to push MitiMeth products into international markets and avoid
an uphill battle for the organization. Idachaba-
Obaro’s decision to enter the Nest Seal process was a step in
that direction. She was confident that this was
crucial to attracting high-end lifestyle customers from Europe
and North America. She also realized that
becoming a supplier for home decorating retail stores in North
America was one of the best options for steady,
long-term revenue generation for MitiMeth. At the beginning of
2022, Idachaba-Obaro started exploring the
potential for a store-based space for MitiMeth products with a
Canadian home decorating retailer.
From 2015 to 2020, as the number of MitiMeth’s artisans
tripled, production increased, and sales revenue
also tripled. With the continued growth in the number of
artisans and increased production capacity,
Idachaba-Obaro now needed to pay more attention to providing
work for all. Additionally, she needed to
ensure the production of various in-demand products could be
met. However, the more significant challenge
was the growth in sales revenue. Idachaba-Obaro needed to
target precise European and North American

41. customers for MitiMeth’s products. She needed an appropriate
long-term marketing strategy that brought
continuous and growing demand. With responsibility for
hundreds of men and women who depended on
MitiMeth for their livelihood, Idachaba-Obaro’s target was to
triple her sales revenue by 2024.
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45. Page 7 W26019
EXHIBIT 1: FOUNDER AND CHIEF EXECUTIVE OFFICER
OF MITIMETH
Achenyo Idachaba-Obaro, founder and chief executive officer of
MitiMeth, a social enterprise in Nigeria, in
the field where MitiMeth’s artisans collected the water hyacinth
used to create products for sale.
Source: Company files.

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Page 8 W26019
EXHIBIT 2: MITIMETH’S PRODUCTION PROCESS

50. The pictures below show the steps that MitiMeth artists take to
create handcrafted products from water
hyacinth.
Source: Company files.

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Page 9 W26019
EXHIBIT 3: SELECTED MITIMETH PRODUCTS

55. The images below show products made by MitiMeth artists from
water hyacinth.
Source: Company files.
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Page 10 W26019
EXHIBIT 4: WORLD FAIR TRADE ORGANIZATION
The Global Community of Fair-Trade Enterprises
The World Fair Trade Organization (WFTO) is the verifier of
social enterprises that fully practise fair trade.
Spread across seventy-six countries, WFTO members serve
marginalized communities. To be a WFTO
member, an enterprise or organization must demonstrate it puts
people and planet first in everything it
does. The WFTO is run by its members, who are part of a
broader community of over 1,000 social

60. enterprises and 1,500 shops.
The WFTO focuses on both social enterprise and fair trade. The
WFTO Guarantee System is the only
international verification model focused on social enterprises
that puts the interests of workers, farmers,
and artisans first. Through peer-reviews and independent audits,
WFTO verifies members are mission-led
enterprises fully practising the 10 Principles of Fair Trade
across their business and supply chains. Once
verified, all members have free use of the WFTO Guaranteed
Fair Trade product label.
World Fair Trade Organization Principles
1. Opportunities for Disadvantaged Producers
2. Transparency and Accountability
3. Fair Trade Practices
4. Fair Payment
5. No Child Labour, No Forced Labour
6. No Discrimination, Gender Equity, Freedom of Association
7. Good Working Conditions
8. Capacity Building
9. Promote Fair Trade
10. Respect for the Environment
Source: “About Us,” World Fair Trade Organization, accessed
May 31, 2022, https://wfto.com/who-we-are; “10 Principles of
Fair Trade,” World Fair Trade Organization, accessed May 31,
2022, https://wfto.com/our-fair-trade-system#10-principles-of-
fair-trade.

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Page 11 W26019
EXHIBIT 5: SELECTED MITIMETH PRODUCTS AND THEIR
INTERNATIONAL ONLINE RETAIL
PRICES
Product Price (₦)
Water hyacinth woven napkin rings 2,000
Batik woven water hyacinth coasters 6,500
Leaning woven planters 11,500
Upcycled bottle lampshade 9,900
Water hyacinth round planters 11,000
Handcrafted wall mirror 30,000
Handcrafted wall clock 17,500
Handcrafted water hyacinth wall tiles 10,000

66. Bamboo hairpins 1,500
Water hyacinth cowrie gourd 39,000
Woven fibre play ball for pets 7,500
Coconut shell tealights (set of 2) 4,000
Woven coconut shell vase 9,000
Woven water hyacinth tissue box 4,500
Vara bottle vase 5,000
Round woven banana fibre area rug 30,000
Coconut shell gourd art 30,000
Woven storage cup 3,800
Woven water hyacinth pens 500
Note: ₦ = NGN = Nigerian naira; ₦1 = US$0.0024 as of
December 2021.
Source: Achenyo Idachaba-Obaro; “The Collection,” MitiMeth,
accessed May 31, 2022, https://www.mitimeth.com/shop.
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Running head: ARTICLE REVIEW #1 1
2
ARTICLE REVIEW #1
Article Review #1
Alice Caruthers
Department of Psychology, Florida Institute of Technology
PSY 2446 – Sport Psychology [2022 Fall 2]
Dr. Todd Caze II

71. November 6, 2022
Article review #1
Introduction
The article
Associations between motivation and mental health in
sport: A test of the hierarchical model of intrinsic and extrinsic
motivation written by Sheehan, Herring & Campbell (2018),
discusses motivation as a leading determinant in sport
behaviour. It involves understanding the athlete’s diversity and
changing motives to initiate, direct, sustain and terminate an
effort. The article studies mental healthiness effects in the
motivational structure by looking at the classified approaches to
intrinsic and extrinsic drive. The hypothesis touches on the
association between motivational climate and primary
psychological needs.
Methods
The article uses a qualitative research methodology through
participant observation. The participants were team-sport
athletes who played at the nationwide level within their activity.
The sample characterized athletes from sports like rugby,
soccer, hockey, basketball, hurling and Gaelic football. The
ethics committee approved the procedures, and informed
consent was obtained from the participants. Some measures
include sport motivation scales, satisfaction scales, motivational
climate scales, mood states scales, sleep quality, and anxiety
inventory. The study analyses data using SPSS and MPlus,
which summarizes descriptive statistics and correlation
coefficients.

72. Results
Motivational climate involves the social-environmental factors
in the sport context, like teammates and sports structures. The
coach is the leading factor that architects the motivational
climate due to the emphasis on mastery and self-comparison
that fosters the athlete's ego. The findings show a significant
association between motivational climate and psychological
needs. Positive relations that affect a task climate include
relatedness, competence and autonomy. However, the study
shows that ego climate is not associated with aspects like
autonomy and relatedness hence not linked to basic needs
satisfaction.
Discussion
The article's findings are applicable in real-life situations as it
helps understand athletes' motivational patterns attributed to
basic needs satisfaction. This helps understand the various
issues leading to mental health problems among athletes, like
poor sleep quality. For instance, a coach can use the findings to
understand the need to endorse a task climate that instils belief,
supports free will and shows empathy with the athletes, hence
satisfying their basic needs. Meeting basic needs helps motivate
athletes through autonomous motivation, competence motivation
and many more, influencing their mental health. Links to
motivational climate and motivation can get enhanced through
coach-centred interventions.
Reference
Sheehan, R. B., Herring, M. P., & Campbell, M. J. (2018).
Associations between motivation and mental health in sport: A
test of the hierarchical model of intrinsic and extrinsic
motivation.

73. Frontiers in Psychology,
9, 707.
Running head: ARTICLE REVIEW #2 1
4
ARTICLE REVIEW #2
Article Review #2
Alice Caruthers
Department of Psychology, Florida Institute of Technology
PSY 2446 – Sport Psychology [2022 Fall 2]
Dr. Todd Caze II
November 27, 2022
Article Review #2
Introduction
The article
Motivational Processes Influencing Mental Health
Among Winter Sports Athletesin China by Xinran Wu and
Zainal Abidin (2021) explains the Hierarchical Model of
Intrinsic and Extrinsic Motivation (HMIEM) and how

74. motivational processes and mental characteristics are related in
athletes who compete in winter sports. It reveals an activity-
based environment as a positive contributor to mental needs,
which gives a positive way to control motivation. It also focuses
on the esteem-based setting as a negative contributor to a
negative route to motivation. The article's hypotheses focus on
the relationship between maintaining the mental aspects of
winter sports athletes through motivational processes.
Methods
Participant observation is a qualitative research technique
used in this article. Male and female college athletes who
competed in winter sports were the study's participants. They
represented nine winter sports, including snowboarding, cross-
country skiing, ice hockey, speed skating, and curling, at three-
sport institutions (Wu et al., 2021). The ethics committee
authorized the procedures, and participants gave their informed
consent. The motivational climate scale, which measures
motivation, and the absolute need satisfaction in sport scale,
which measures fundamental mental needs, are two of the
techniques employed in the study (Wu et al., 2021). The data
were analyzed using the SPSS model 26.0 and Amos 26.0 to
outline the correlation coefficients and descriptive statistics.
Results
The findings indicate that there were intricate connections
between different motivating elements and players' mental
health in winter sports. For instance, 31% of the participants
had various forms of mental distress, whereas the typical athlete
experienced signs of anxiety and stress. Motivational processes
(Wu et al., 2021) significantly influence the mental state of
athletes. The findings showed a favorable correlation between
collegiate athletes' perceptions of an activity-based environment
and the satisfying of their basic requirements for autonomy and
competence. On the other hand, vital need satisfaction had a
poor association with an esteem-based environment.
Discussion

75. The results of this study suggested that the motivational
process in HMIEM might include characteristics of stress,
anxiety, and depression. It is essential to draw the conclusion
that motivating strategies used by athletes are key for managing
mental health. The essay reveals the link between motivation
and athletes' mental health difficulties (Wu et al., 2021). Its
conclusions are useful to everyday life since they provide light
on the motivating patterns of athletes that are related to the
satisfying of their most fundamental demands. As a result, this
research provides strong evidence in favor of incorporating
psychological health components to the results of the HMIEM
process by demonstrating a link between various motivating
factors.
Reference
Wu, X., Zainal Abidin, N. E., & Aga Mohd Jaladin, R. (2021).
Motivational processes influencing mental health among winter
sports athletes in China. Frontiers in psychology, 3727.
Instructor’s Feedback: Article Review #1 25 out of 25
Depth and Relevance:Accomplished 10 out of 10
Review shows a thorough understanding of peer-reviewed
article, full integration of strategies outlined in video,
summaries of major article sections in own words, and uses
APA citation.

76. Word Count:Accomplished 8 out of 8
Review is 300 to 400 words. (Does not include the reference
list.)
Timeliness:Accomplished 7 out of 7
Review is submitted before Sunday of Week 2 at 11:59
p.m. ET.
Instructor’s Feedback: Article Review #2 43.25 out of 50
Be sure to integrate textbook with your articles. Also, don't
compare what stats program was used but rather differences
found in stats or in the collection of data/ study design.
Depth and Relevance:Accomplished 13.5 out of 13.5
Review shows a thorough understanding of peer-reviewed
article, full integration of strategies outlined in video,
summaries of major article sections in own words, and uses
APA citation.
Depth and Relevance:Satisfactory 6.75 out of 13.5
Paper lacks integration and simply states differences/
similarities without grasp of understanding the implication of
the aforementioned, failing to integrate all three sources while
utilizing APA formatting.
Word Count:Accomplished 12.5 out of 12.5
Review is 300 to 400 words. Paper is 250 to 350 words. (Does
not include the reference list.)
Timeliness:Accomplished 10.5 out of 10.5

77. Review is submitted before Sunday of Week 5 at 11:59
p.m. ET.