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Creators/Authors contains: "Landis, Douglas_A"

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  1. Abstract Long‐term experiments are critical for understanding ecological processes, but their management comes with unique challenges. As time passes, projects may encounter unavoidable changes due to external factors, like availability of materials, affecting aspects of their research methodology. At the Kellogg Biological Station Long‐Term Ecological Research Site, one of the many National Science Foundation‐funded long‐term research stations, a three‐decade project recently experienced a supply‐chain‐induced change in insect sampling methodology in their lady beetle observation study. Since 1989, lady beetles (Coleoptera: Coccinellidae) have been sampled weekly over the growing season using yellow sticky cards. In 2021, the original sticky traps were discontinued by the manufacturer and replaced with a similar, but not identical trap. We conducted a 3‐year study while the new traps were phased in to examine how the trap change would impact the observed biodiversity patterns at the site. We examined community metrics and individual taxa captures to examine within‐year and between‐year differences in performance between the card types. Overall, we noted several small but statistically detectable differences in capture patterns between the two trap types. After accounting for other sources of variation, we observed a difference in Shannon diversity of insects captured on the two card types, but not richness or abundance, for the overall insect community. Yet, these differences were dwarfed by the magnitude of difference observed between years within card types. For individual taxa, similar patterns held: between trap differences could be detected statistically, but the number of differences in capture rate between trap types was less than the number of differences observed for the same trap, between years. Thus, we conclude that while subtle changes in methodology could impact data produced in long‐term experiments; in this case, the magnitude of this change is smaller than other factors such as time and plant treatment. However, if sustained changes in the capture rates of focal taxa are observed, future data users may use our observations to specifically quantify and correct for these shifting patterns related to the protocol change. 
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  2. Abstract The Kellogg Biological Station Long‐term Agroecosystem Research site (KBS LTAR) joined the national LTAR network in 2015 to represent a northeast portion of the North Central Region, extending across 76,000 km2of southern Michigan and northern Indiana. Regional cropping systems are dominated by corn (Zea mays)–soybean (Glycine max) rotations managed with conventional tillage, industry‐average rates of fertilizer and pesticide inputs uniformly applied, few cover crops, and little animal integration. In 2020, KBS LTAR initiated the Aspirational Cropping System Experiment as part of the LTAR Common Experiment, a co‐production model wherein stakeholders and researchers collaborate to advance transformative change in agriculture. The Aspirational (ASP) cropping system treatment, designed by a team of agronomists, farmers, scientists, and other stakeholders, is a five‐crop rotation of corn, soybean, winter wheat (Triticum aestivum), winter canola (Brassicus napus), and a diverse forage mix. All phases are managed with continuous no‐till, variable rate fertilizer inputs, and integrated pest management to provide benefits related to economic returns, water quality, greenhouse gas mitigation, soil health, biodiversity, and social well‐being. Cover crops follow corn and winter wheat, with fall‐planted crops in the rotation providing winter cover in other years. The experiment is replicated with all rotation phases at both the plot and field scales and with perennial prairie strips in consistently low‐producing areas of ASP fields. The prevailing practice (or Business as usual [BAU]) treatment mirrors regional prevailing practices as revealed by farmer surveys. Stakeholders and researchers evaluate the success of the ASP and BAU systems annually and implement management changes on a 5‐year cycle. 
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