Approche expérimentale de l’utilisation de glyphosate dans le contrôle de Melaleuca quinquenervia (Myrtaceae), une espèce envahissante dans la réserve communautaire de la forêt d’Analalava-Foulpointe (Madagascar)

Le Niaouli Melaleuca quinquenervia est une des espèces envahissantes les plus agressives à Madagascar et elle gagne de plus en plus de terrain en colonisant des milieux marécageux autour de la Nouvelle Aire Protégée de la forêt d’Analalava Foulpointe. L’inquiétude sur son envahissement augmente, et même si l’éradication paraît d’ores et déjà impossible, il convient de trouver dès maintenant une solution efficace pour contrôler son expansion jusqu’à l’aire protégée. Seul le contrôle chimique peut être envisagé pour cette espèce qui fait preuve d’une grande résilience face à la coupe et au feu. Cette étude vise à identifier le meilleur protocole d’utilisation de glyphosate dans le contrôle de l’invasion de M. quinquenervia dans la forêt d’Analalava Foulpointe. Cinq solutions de glyphosate de concentrations différentes, S1 (0 g /l), S2 (90 g/l), S3 (180 g/l), S4 (270g/l) et S5 (360g/l) ont été testées sur 200 individus, soit 40 individus pour chaque solution. Les solutions de glyphosate sur la surface coupée du tronc d’un individu ont été appliquées soit au pinceau, soit au pulvérisateur. Des suivis ont été faits pendant quatre mois, observant l’état des individus traités et l’impact du traitement sur les plantes ligneuses environnantes. La plupart des individus traités sont morts, présentant plus de 85% de taux de mortalité. Certaines plantes non ciblées ont été touchées (19 % des individus recensés), quel que soit la concentration en ingrédient actif de glyphosate et l’équipement utilisés. De cette expérience, le meilleur protocole d’utilisation de glyphosate est la concentration de 90 g/l de l’ingrédient actif appliquée sur la surface coupée d’un tronc traité en utilisant un pinceau.Melaleuca quinquenervia, one of the most aggressive invasive species in Madagascar, gains more and more ground and colonizes wetland environments around the New Protected Area of the Analalava forest in Foulpointe. Concerns over its invasion increase and even if eradication seems already impossible, we must now find an effective solution to control its expansion towards the protected area. Only chemical control may be considered for this species, given its resilience to cutting and fire. This study aims at identifying the best protocol for the use of glyphosate in controlling the invasion of M. quinquenervia in the Analalava forest in Foulpointe. Five solutions of different concentrations of glyphosate, S1 (0 g/l), S2 (90 g/l), S3 (180 g/l), S4 (270 g/l), and S5 (360 g/l) were tested on 200 individuals, or 40 individuals for each solution. Glyphosate solutions were applied on the cut surface of the trunk of an individual using either a brush or a sprayer. The controls were done for four months by observing the status on treated individuals and the impacts of the treatment on non - target plants. Most individuals treated are dead, showing an 85 % rate mortality. Some non - target plants were affected (19 % of the surveyed ones), regardless of the concentration of active ingredient glyphosate and of the equipment used. From these experiments, the best protocol for the glyphosate use is a concentration of 90 g/l of the active ingredient applied to the cut surface of the trunk treaty using a brush

Corporate Entrepreneurship:From Structures to Mindset

Corporate entrepreneurship dispersed throughout an organization and leveraging the entrepreneurial potential of all its employees bears significant benefits for those organizations that embrace it. However, it appears more difficult to instill and requires strong investment in the development of human capital and entrepreneurial mindset among the employees and across the organization. In this chapter, we discuss the essence of corporate entrepreneurship mindset and show that across an organization, there might be different entrepreneurial mindsets that correspond to different people, opportunities, and contexts. Although different, they all lead to enactment of entrepreneurial projects. This chapter, thus, contributes to the discussion regarding the nature of corporate entrepreneurial mindsets, and their development and stimulation within an organization, from both academic and practical view

Managing formalization to increase global team effectiveness and meaningfulness of work in multinational organizations

Global teams may help to integrate across locations, and yet, with formalized rules and procedures, responsiveness to those locations’ effectiveness, and the team members’ experiences of work as meaningful may suffer. We employ a mixed-methods approach to understand how the level and content of formalization can be managed to resolve these tensions in multinationals. In a sample of global teams from a large mining and resources organization operating across 44 countries, interviews, observations, and a quantitative 2-wave survey revealed a great deal of variability between teams in how formalization processes were enacted. Only those formalization processes that promoted knowledge sharing were instrumental in improving team effectiveness. Implementing rules and procedures in the set-up of the teams and projects, rather than during interactions, and utilizing protocols to help establish the global team as a source of identity increased this knowledge sharing. Finally, we found members’ personal need for structure moderated the effect of team formalization on how meaningful individuals found their work within the team. These findings have significant implications for theory and practice in multinational organizations

A Project Portfolio Management Approach to Tacklingthe Exploration/Exploitation Trade-off

Organizational ambidexterity (OA) is an essen-tial capability for surviving in dynamic business environ-ments that advocates the simultaneous engagement inexploration and exploitation. Over the last decades,knowledge on OA has substantially matured, coveringinsights into antecedents, outcomes, and moderators of OA.However, there is little prescriptive knowledge that offersguidance on how to put OA into practice and to tackle thetrade-off between exploration and exploitation. To addressthis gap, the authors adopt the design science researchparadigm and propose an economic decision model asartifact. The decision model assists organizations inselecting and scheduling exploration and exploitation pro-jects to become ambidextrous in an economically reason-able manner. As for justificatory knowledge, the decisionmodel draws from prescriptive knowledge on projectportfolio management and value-based management, andfrom descriptive knowledge related to OA to structure thefield of action. To evaluate the decision model, its designspecification is discussed against theory-backed designobjectives and with industry experts. The paper alsoinstantiates the decision model as a software prototype andapplies the prototype to a case based on real-world data

International consensus on a standard set of outcome measures for child and youth anxiety, depression, obsessive-compulsive disorder, and post-traumatic stress disorder

A major barrier to improving care effectiveness for mental health is a lack of consensus on outcomes measurement. The International Consortium for Health Outcomes Measurement (ICHOM) has already developed a consensus-based standard set of outcomes for anxiety and depression in adults (including the Patient Health Questionnaire-9, the Generalised Anxiety Disorder 7-item Scale, and the WHO Disability Schedule). This Position Paper reports on recommendations specifically for anxiety, depression, obsessive-compulsive disorder, and post-traumatic stress disorder in children and young people aged between 6 and 24 years. An international ICHOM working group of 27 clinical, research, and lived experience experts formed a consensus through teleconferences, an exercise using an adapted Delphi technique (a method for reaching group consensus), and iterative anonymous voting, supported by sequential research inputs. A systematic scoping review identified 70 possible outcomes and 107 relevant measurement instruments. Measures were appraised for their feasibility in routine practice (ie, brevity, free availability, validation in children and young people, and language translation) and psychometric performance (ie, validity, reliability, and sensitivity to change). The final standard set recommends tracking symptoms, suicidal thoughts and behaviour, and functioning as a minimum through seven primarily patient-reported outcome measures: the Revised Children's Anxiety and Depression Scale, the Obsessive Compulsive Inventory for Children, the Children's Revised Impact of Events Scale, the Columbia Suicide Severity Rating Scale, the KIDSCREEN-10, the Children's Global Assessment Scale, and the Child Anxiety Life Interference Scale. The set's recommendations were validated through a feedback survey involving 487 participants across 45 countries. The set should be used alongside the anxiety and depression standard set for adults with clinicians selecting age-appropriate measures

Effects of Internal Corporate Venturing on the Transformation of Established Companies

The organizational capability to adapt to the fast and radical changes of market parameters becomes a prerequisite for companies’ long-term survival. In this context, organizational ambidexterity has gained much attention in research and practice. It is the capability to develop new businesses (exploration) while simultaneously optimizing the existing core businesses (exploitation). Established companies face several challenges in achieving this capability, as the underlying learning modes of exploration and exploitation are mutually incompatible. One way to solve these challenges is to separate the exploration-oriented part from the core organization. Corporate venturing has been widely recognized as one tool to create these dual structures to develop new businesses, based on discontinuous innovation. In recent times, new corporate venturing forms emerge in practice. This growing number of different forms has led to new applications of corporate venturing which go beyond the pure development of new businesses, toward supporting the entrepreneurial transformation of companies. This study aims at answering how different corporate venturing forms contribute to the strategic renewal of established companies. For this purpose, qualitative research methods are used to analyze data from 17 interviews conducted in two German high-tech companies. The study at hand provides empirical evidence in the field of corporate venturing by uncovering new insights about the different transformational effects of corporate venturing initiatives on the core organization. It further reveals that corporate venturing forms can be classified into two categories according to their respective level of entrepreneurship and frequency of execution. Both categories exhibit different transformational effects and can be understood as being complementary to each other