Seasonality and Sleep: A Clinical Study on Euthymic Mood Disorder Patients

Background. Research on mood disorders has progressively focused on the study of seasons and on the mood in association with them during depressive or manic episodes yet few studies have focused on the seasonal fluctuation that characterizes the patient's clinical course both during an illness episode and during euthymic periods. Methods. 113 euthymic outpatients 46 affected by major recurrent depression and 67 affected by bipolar disorder were recruited. We evaluated the impact of clinical “rhythmical” factors: seasonality, sleep disturbance, and chronotype. Patients completed the SPAQ+ questionnaire, the MEQ questionnaire, and the medical outcomes study (MOS) sleep scale. We used t-test analyses to compare differences of clinical “rhythmical” and sociodemographic variables and of differences in the assessment scales among the diagnostic groups. Results. Patients reporting a family history for mood disorders have higher fluctuations throughout seasons. Sleep disturbance is more problematic in unipolars when compared to bipolars. Conclusions. Sleep, light, and seasonality seem to be three interconnected features that lie at the basis of chronobiology that, when altered, have an important effect both on the psychopathology and on the treatment of mood disorders

Territorio, relazioni e competitività. Verso nuovi percorsi di sviluppo nazionale ed internazionale per le piccole e medie imprese italiane

La crescente complessità che caratterizza il contesto economico nazionale e internazionale richiede alle imprese di individuare nuove strategie per conseguire un vantaggio competitivo duraturo. Le sfide emergenti che caratterizzano l economia della conoscenza (Rullani, 2004) determinano la necessità, per le stesse PMI legate al modello del distretto industriale, di individuare nuovi percorsi di crescita e sviluppo. In tale prospettiva, un primo percorso intrapreso dalle PMI si identifica nell'investimento in risorse intangibili finalizzato a differenziare i propri prodotti e i propri processi produttivi (Rullani, 2006). Secondo tale orientamento le imprese tendono a valorizzare il know-how, la creatività, il design, considerati quali elementi distintivi del made in Italy e che determinano l apprezzabilità di quest'ultimo a livello internazionale. Un secondo percorso strategico risiede nella generazione di conoscenza e creatività, promossa e supportata da un impresa leader che tende in tal modo a revitalizzare il ciclo di vita del distretto (Varaldo, 2006). Una terza, e più recente via, è la specificazione dell identità dell'impresa e dei suoi valori con il territorio. Quest'ultimo, caratterizzato da una dimensione geografica, richiede di essere considerato anche sotto la valenza intangibile connessa alla sua storia e alle relazioni interorganizzative che nel territorio hanno luogo. Tale approccio consente alle PMI di sviluppare quelle capacità e competenze richieste dal processo di internazionalizzazione: esplorazione , apprendimento e adattamento. Queste ultime possono essere sviluppate attraverso relazioni collaborative tra gli attori della stessa catena del valore, appartenenti anche a diversi settori e a diversi territori. Il principale obiettivo di questo lavoro si identifica nell analizzare il percorso strategico seguito dalle PMI per sviluppare una strategia di internazionalizzazione, considerando il territorio e le relazioni quali key factors per conseguire uno stabile vantaggio competitivoThe growing complexity that characterizes the national and international competition is driving companies to choose strategies more carefully and to implement their organizational models. In the knowledge economy (Rullani. 2004). The model of industrial district finds itself to face emerging challenges, which also require SMEs to identify new ways to evolve, in order to survive. A first way is a progressive investment on intangible resources to differentiate products and production process (Rullani. 2006). It therefore tends to exploit know-how, creativity and design as distinctive elements of made in Italy, making it internationally appreciated. A second way is the generation of knowledge and creativity in the district that can be promoted and supported by a "leader SME". that tends to revitalise the life cycle of the district (Varaldo. 2006). A third and more recent way for development, is leading SMEs to exploit and specify their identity and values in connection with their territory. This one, that is traditionally characterized by geographic aspects, requires a new intangible perspective that comes from history and relationships. This approach enables SMEs developing important capabilities that the internationalization process requires: exploratory ability, learning and adaptation capability. These capabilities can be achieved through collaborative relationships

Networks, territory and firm development. The perspective of Italian family firms.

This work aims to understand whether the territory can still be considered a driver of firm development and competitiveness, bearing in mind that the current competitive context increasingly pushes firms towards extra-local collaborations. The first part of the paper analyses the main contributions on relations and territory. The second part presents the analysis of four Italian firms that have embraced new production and market approaches based on the development of networks of relations in local and extra-local contexts. We verify that the firm and the entrepreneur influence the development and connotation of a territory, and that the territory influences the development of businesses located in it

Territorio, relazioni e competitività. Verso nuovi percorsi di sviluppo nazionale ed internazionale per le piccole e medie imprese italiane

3noLa crescente complessità che caratterizza il contesto economico nazionale e internazionale richiede alle imprese di individuare nuove strategie per conseguire un vantaggio competitivo duraturo. Le sfide emergenti che caratterizzano l’economia della conoscenza determinano la necessità, per le stesse PMI legate al modello del distretto industriale, di individuare nuovi percorsi di crescita e sviluppo. In tale prospettiva, un primo percorso intrapreso dalle PMI si identifica nell’investimento in risorse intangibili finalizzato a differenziare i propri prodotti e i propri processi produttivi. Secondo tale orientamento le imprese tendono a valorizzare il know-how, la creatività, il design, considerati quali elementi distintivi del “made in Italy” e che determinano l’apprezzabilità di quest’ultimo a livello internazionale. Un secondo percorso strategico risiede nella generazione di conoscenza e creatività, promossa e supportata da un’impresa leader che tende in tal modo a revitalizzare il ciclo di vita del distretto. Una terza, e più recente via, è la specificazione dell’identità dell’impresa e dei suoi valori con il territorio. Quest’ultimo, caratterizzato da una dimensione geografica, richiede di essere considerato anche sotto la valenza intangibile connessa alla sua storia e alle relazioni interorganizzative che nel territorio hanno luogo. Tale approccio consente alle PMI di sviluppare quelle capacità e competenze richieste dal processo di internazionalizzazione: “esplorazione”, apprendimento e adattamento. Queste ultime possono essere sviluppate attraverso relazioni collaborative tra gli attori della stessa catena del valore, appartenenti anche a diversi settori e a diversi territori. Il principale obiettivo di questo lavoro si identifica nell’analizzare il percorso strategico seguito dalle PMI per sviluppare una strategia di internazionalizzazione, considerando il territorio e le relazioni quali key factors per conseguire uno stabile vantaggio competitivo.openE. CEDROLA; C. CANTÙ; L. GAVINELLICedrola, Elena; C., Cantù; L., Gavinell

Nuove sfide per l'internazionalizzazione delle imprese. Le PMI italiane in Cina: modelli di business e politiche di mercato.

In a competitive context that is characterized by globalization and high economic and financial instability, companies must adapt their strategies in order to take advantage of new markets (Flint, 2004). Several empirical studies underline how business relationships are important for companies to develop their activities and businesses and to survive on national and international markets (eg. H\ue5kansson, Snehota, 1995; H\ue5kansson, Prenkert, 2004; H\ue5kansson, Waluszewski, 2002; Johanson, Mattsson, 1988). Other studies highlight that also cultural aspects are critical in establishing business relationships and in enhancing and maintaining ongoing business (Usunier, 1996; Hall, 1976; Herbig, 2000; Ghauri, Usunier, 2003; Fletcher, Fang, 2004). The aim of this paper is to describe how Italian companies approach the Chinese market and in particular, how they have changed their business model to face the Chinese challenge. Particular emphasis will be given to relationships and their importance to achieve a long-term competitive advantage on that market. The results of a both quantitative and qualitative research are presented. In the quantitative phase the behavior of Italian companies operating in China are analyzed through questions about the operative approach (marketing policies, instruments, product and process for quality certification) and the strategic approach (entry mode and approach to different targets), together with the results they achieved and the criticalities they had to face. The qualitative phase is focused on business models and marketing policies that Italian companies adopt when operating in the Chinese market. For this, in-depth interviews were conducted with some best in class companies. An evolutionary model on sustainable internationalization is then proposed

New challanges for the internationalization of firms. Italian companies in China: business models and market policies

The emergence of markets such as China opens new opportunities in the internationalization process. For companies, especially for small and medium sized enterprises, the international context is a challenge to be faced by mobilizing and sharing the resources and knowledge of other players. This is subject to establishing strategic relations, in both the internal and foreign markets, which affect the entire corporate supply chain. This theme was investigated by means of a study of a sample of companies operating in or for the Chinese market. The work provides managerial implications based on an evolutionary model to understand firm behavior in international markets

Italian Small and Medium enterprises in China. Relationships and cultural distances throughout the supply chain

The aims of the paper are: • To describe how Italian SMEs approach the Chinese market • To understand how Italian SMEs have changed their business model to face the Chinese challenge • To analyze how they collaborate with different business partners along the supply chain. This work presents empirical evidences related to 8 case studies belonging to a sample of 126 Italian SMEs operating in China. This research is part of a wider project that is financed by the Italian Ministry of University and Scientific Research (Prin 2007), and is based on the analysis of “Business models and market strategies for Italian SMEs to enter the Chinese market”. The methodology is organized in two steps: a quantitative research to gather general information on strategies and tactics that are adopted by Italian SMEs on the Chinese market, and a qualitative research to deepen the most significant managerial and marketing issues to succeed in China (strategies, co-operation, competences), by finding out best practices