16 research outputs found

    Non-invasive brain stimulation in human stroke survivors

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    The use of electromagnetic currents toward understanding and curing human disease has long been of interest. In the 1980s, a dramatic increase in our understanding of brain function, along with parallel improvements in non-invasive brain stimulation (NIBS) technologies, subsequently caused rapid expansion of the field. Intraoperative monitoring techniques that incorporated single pulse stimulation were developed concurrently for the purpose of measuring corticospinal integrity (Merton & Morton, 1980a, 1980b); however, with the introduction of transcranial magnetic stimulation (TMS), the use of NIBS decisively exploded, opening a new window into the exploration and modulation of the brain (Barker and Jalinous, Lancet, 1(8437):1106–1107, 1985). Single pulse TMS, used initially to study inter-cortical physiology of the intact corticospinal tract, was thereafter investigated toward the rehabilitation of neurological and psychiatric conditions

    Organizational architecture, ethical culture, and perceived unethical behavior towards customers:Evidence from wholesale banking

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    In this study, we propose and test a model of the effects of organizational ethical culture and organizational architecture on the perceived unethical behavior of employees towards customers. This study also examines the relationship between organizational ethical culture and moral acceptability judgment, hypothesizing that moral acceptability judgment is an important stage in the ethical decision-making process. Based on a field study in one of the largest financial institutions in Europe, we found that organizational ethical culture was significantly related to the perceived frequency of unethical behavior towards customers and to the moral acceptability judgment of this type of unethical behavior. No support was found for the claim that features of organizational architecture are associated with the perceived frequency of unethical behavior towards customers. This is the first study to document the differential effects of organizational architecture and organizational ethical culture on perceived unethical behavior of employees towards customers, in wholesale banking. Implications for managers and future research are discussed
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