167 research outputs found
Producing true-color rainbows with patterned multi-layer liquid-crystal polarization gratings
Instrumentatio
Occurrence of seizures in hospitalized patients with a pre-existing seizure disorder
Objective. To assess the frequency of seizures in hospitalized patients with a pre-existing seizure disorder. Patients and Methods. A retrospective review was conducted on all patients with a documented seizure disorder who were hospitalized between January 1, 2002 and December 31, 2007. Children aged < 2 years and hospital admission for seizure control or surgical or obstetric indications were excluded. The first hospital admission of at least 24 hours was identified for each patient. Patient demographics, details of the seizure disorder, details of the hospital admission, and clinically-apparent seizure activity documented during the inpatient stay were recorded from the medical record. Results. During the 6-year study period, 720 patients with a documented seizure disorder were admitted for at least 24 hours. Thirty-nine patients experienced seizure activity for an overall frequency of 5.4% (95% CI: 3.8-7.1%). Younger age (p = 0.001), greater frequency of baseline seizure activity (p < 0.001), recent seizure activity (p < 0.001), greater number of chronic antiepileptic medications (p = 0.01), and admission for neurological (p = 0.03) conditions were associated with increased frequency of seizure activity during hospitalization. Conclusions. The majority of seizures occurring in hospitalized patients with a pre-existing seizure disorder appear related to the patientâs underlying seizure disorder. Because patients with frequent seizures on numerous anti-epileptic medications are likely to experience a seizure while hospitalized, it is essential to be prepared to treat seizure activity regardless of the reason for admission
Entrepreneursâ age, institutions, and social value creation goals: a multi-country study
This study explores the relationship between an entrepreneur's age and his/her social value creation goals. Building on the lifespan developmental psychology literature and institutional theory, we hypothesize a U-shaped relationship between entrepreneursâ age and their choice to create social value through their ventures, such that younger and older entrepreneurs create more social value with their businesses while middle age entrepreneurs are relatively more economically and less socially oriented with their ventures. We further hypothesize that the quality of a countryâs formal institutions in terms of economic, social, and political freedom steepen the U-shaped relationship between entrepreneursâ age and their choice to pursue social value creation as supportive institutional environments allow entrepreneurs to follow their age-based preferences. We confirm our predictions using multilevel mixed-effects linear regressions on a sample of over 15,000 entrepreneurs (aged between 18 and 64 years) in 45 countries from Global Entrepreneurship Monitor data. The findings are robust to several alternative specifications. Based on our findings, we discuss implications for theory and practice, and we propose future research directions
Stakeholder Relationships and Social Welfare: A Behavioral Theory of Contributions to Joint Value Creation
Firms play a crucial role in furthering social welfare through their ability to foster stakeholdersâ contributions to joint value creation, i.e., value creation that involves a public-good dilemma due to high task and outcome interdependence - leading to what economists have labeled the âteam production problemâ. We build on relational models theory to examine how individual stakeholdersâ contributions to joint value creation are shaped by stakeholdersâ mental representations of their relationships with the other participants in value creation, and how these mental representations are affected by the perceived behavior of the firm. Stakeholder theory typically contrasts a broadly-defined ârelationalâ approach to stakeholder management with a âtransactionalâ approach based on the price mechanism - and has argued that the former is more likely to contribute to social welfare than the latter. Our theory supports this prediction for joint value creation, but also implies that the dichotomy on which it is based is too coarse-grained: there are three distinct ways to trigger higher contributions to joint value creation than through a âtransactionalâ approach. Our theory also helps explain the tendency for firms and their stakeholders to converge on âtransactionalâ relationships, despite their relative inefficiency in the context of joint value creation
Cognitive frames in corporate sustainability: managerial sensemaking with paradoxical and business case frames
Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive framesâa business case frame and a paradoxical frameâand explore how differences between them in cognitive content and structure influence the three stages of the sensemaking processâthat is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects
A model of management academics' intentions to influence values
Business schools face increased criticism for failing in the teaching of management studies to nurture their studentsâ values. Assuming that individual academics play an important role in shaping the value-related influence of business schools, I model management academicsâ intentions to influence values. The suggested model encompasses academicsâ economic and social values as internal variables, as well as perceived support for attempting to influence values and academic tenure as social and structural variables. A test with empirical data from 1,254 management academics worldwide reveals that perceived external support is most relevant for explaining intentions. Moreover, academicsâ social values, but not their economic ones, contribute to an explanation of their intentions to influence values. The results reveal how important it is for academics to believe that their colleagues, higher education institutions, and other stakeholders support their value-related behavioral intentions
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Sources of stakeholder salience in the responsible investment movement: why do investors sign the Principles for Responsible Investment?
Since its inception in 2006, the United Nations-backed Principles for Responsible Investment (PRI) have grown to over 1300 signatories representing over $45 trillion. This growth is not slowing down. In this paper, we argue that there is a set of attributes which make the PRI salient as a stakeholder and its claim to sign the six PRI important to institutional investors. We use Mitchell et al.âs (Acad Manag Rev 22:853â886, 1997) theoretical framework of stakeholder salience, as extended by Gifford (J Bus Eth 92:79â97, 2010). We use as evidence confidential data from the annual survey of signatories carried out by the PRI in a 5-year period between 2007 and 2011. The findings highlight pragmatic and organizational legitimacy, normative and utilitarian power, and management values as the attributes that contribute most to the salience of the PRI as a stakeholder
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