Hiatal repair to reduce dysphagia in patients with impaired oesophageal motility having 360° fundoplication : the posterior 'sling' repair

Background: Fundoplication in the presence of oesophageal dysmotility as being concerning for the development of postoperative dysphagia. Many techniques of surgery including partial fundoplication have evolved. Methods: The technique of posterior sling repair of the hiatus avoiding heavy rigid to stitch posterior repair has reduced early dysphagia in our practice. Result: The operative technique with operative illustrations is described. Conclusion: Posterior sling repair of the hiatus during a laparoscopic fundoplication in oesophageal dysmotility is feasible and has reduced postoperative dysphagia.4 page(s

Scale-Up of an Enantioselective Overman Rearrangement for an Asymmetric Synthesis of a Glycine Transporter 1 Inhibitor

An enantioselective Overman 3,3-sigmatropic rearrangement on a quinuclidine skeleton was developed for the pilot-plant synthesis of a glycine transporter 1 inhibitor. The first stereocenter was produced by a Ru-catalyzed asymmetric transfer hydrogenation process followed by chirality transfer using the Overman rearrangement. The second stereocenter was generated by a diastereoselective hydrogenation reaction

Migrants’ Human Capital in the Workplace: Challenges and Opportunities for a people-based Strategic Human Resource Management.

In recent years, most countries have been involved into a process of social and cultural integration because of an increasing global immigration. A context where this process becomes more visible is the workplace where migrant workers might be seen in two different ways. On the one hand, when high-skilled they are considered as precious resources that could contribute to the organizational success. On the other hand, when low-skilled, migrant workers often undergo a process of discrimination that if lucky gives them the opportunity to work as manual labourers. This happens mainly because even if most migrants are educated and skilled workers with many years of experience in a specific professional field, they often cannot formally certify their knowledge, because of the difficult life, political and religious conditions that have led them to leave their country. Consequently, organizations cannot fully exploit their huge potential. Given the evidence that knowledge is a precious intangible asset that can make the difference on the market, organizations need to recognize the added value that migrants might bring in terms of strategic performance. In this vein, a crucial role is played by the Human Resource function since it can contribute to design and promote working contexts and practices addressed to support migrants in transferring their prior expertise and in using this knowledge to develop new core skills in the workplace. This becomes a priority to align the peculiar potentialities of migrants with those of their colleagues in line with the wider organizational demands. At a larger extent this effort is mainly consistent with the people-based approach to Strategic Human Resource Management described in the chapter

Exploring the Role of Diversity Management During Early Internationalizing Firms’ Internationalization Process

Despite their rapid internationalization, early internationalizing firms (EIFs) struggle to sustain their growth over time. Among the factors influencing their internationalization process, the diversity of human resources, and particularly its management, has yet to be studied. Building on different perspectives of diversity management, through the lens of the resource-based view, this study explores the role of diversity management during EIFs’ internationalization process. The results of a multiple-case, qualitative study of French EIFs show that prevailing perspectives on diversity management within EIFs change with the nature of diversity as a resource (strategic, ordinary, or negative), with different influences on the firms’ progress along the phases of the internationalization process. The findings highlight the importance of adopting a learning perspective on managing diversity, including specific management practices, during the transition between the entry and post-entry phases of EIFs’ internationalization process. This study thus suggests several propositions and theoretical contributions, along with managerial recommendations