Management control systems in innovation companies: A literature based framework

Past research has traditionally argued that management control systems (MCSs) may present a hindrance to the creativity of innovation companies. This theoretical paper surveys the literature to focus an investigation on the MCSs of innovation companies. Within the object of control paradigm the paper develops and presents a theoretical model of the impact of eleven external, organisational and innovation related contingency factors on the MCSs in companies that engage in innovation activities. We also suggest measures for further empirical research. By formulating hypotheses on 43 potential interactions the model predicts contradictory influences on two direct control categories, results and action control, but stresses the importance of two indirect categories, personnel and cultural control. More specifically, the high levels of technological complexity and innovation capability in this type of company are expected to be negatively associated with the application of results and action control, whereas personnel and cultural seem to be more appropriate. Furthermore, important sources of finance, venture capital and public funding, are both hypothesised to be positively associated with the application of results, action and personnel control; whereas only public funding is predicted to be positively related to the application of cultural control. The principal contribution of this paper lies in synthesising the literature to provide a model of the impact of a unique set of eleven contingency factors for innovation companies on a broad scope of controls. In addition, the contingency model, if empirically validated, would add value by inferring the particular forms of management control which would be beneficial in innovative company settings. © 2014 Springer-Verlag Berlin Heidelberg

Stability and morbidities of Le Fort I osteotomies with bioresorbable fixation - a randomized controlled trial

This journal suppl. entitled: Abstracts from the XVIIIth Congress of the European Association for Cranio-Maxillofacial Surgery, Barcelona, Spain, 12–15 September 2006INTRODUCTION: A randomized controlled clinical trial was conducted to compare bioresorbable with titanium mini-plates and screws in Le Fort I maxillary osteotomies for evaluation of clinical morbidities and stability. METHODS: Fourty patients requiring Le Fort I osteotomies were randomly assigned to 2 groups. One group received bioresorbable mini-plate fixation and the other received titanium plate fixation. Stability of the maxilla was determined by serial cephalometric analysis at 2 and 6 weeks and at 3, 6 and 12 months postoperatively. Subjective and objective assessment of clinical morbidities was evaluated prospectively. RESULTS: There were no differences in complications between the two groups. Maxillae with bioresorbable fixation were significantly more mobile at the second post-operative week. Bioresorbable plates were initially more easily palpable, but palpability decreased with time. Titanium plates became significantly palpable at the 1-year follow-up period. There was no difference in neurosensory disturbance. Maxillae with bioresorbable plate fixation showed significantly more upward displacement from the 2−6th post-operative week. The horizontal and angular relapses in the 2 groups were comparable. Bioresorbable fixation in Le Fort I osteotomy produces no more morbidities. CONCLUSIONS: Bioresorbable plate fixation is confirmed to be an acceptable alternative to l titanium mini-plate fixation in Le Fort I osteotomy. There were no significant differences in morbidities in the first year following the operation. The Le Fort I maxilla with bioresorbable fixation is expected to be slightly mobile within the first 6 post-operative weeks with associated superior displacement. The long-term stability of in horizontal and vertical planes was similar.link_to_subscribed_fulltex

Stability and morbidity of Le Fort I osteotomy with bioresorbable fixation: a randomized controlled trial

A randomized controlled clinical trial was conducted to compare the use of bioresorbable and titanium mini-plates and screws in Le Fort I maxillary osteotomies for evaluation of clinical morbidity and stability. Forty patients requiring Le Fort I osteotomies were randomly assigned to two groups. One group underwent bioresorbable mini-plate fixation and the other titanium mini-plate fixation. Stability of the maxilla was determined by serial cephalometric analysis at 2 and 6 weeks and at 3, 6 and 12 months postoperatively. Subjective and objective assessment of clinical morbidity was made prospectively. There were no differences in complications between the two fixation materials. Maxillae with bioresorbable fixation were significantly more mobile at the second postoperative week. Bioresorbable plates were initially more easily palpable, but their palpability decreased with time. Titanium plates became significantly more palpable at the 1-year follow-up. There was no difference in neurosensory disturbance between groups. Patients with bioresorbable plate fixation showed significantly more upward displacement in anterior maxilla following impaction and posterior maxilla following downgrafting from the 2nd to 6th postoperative week. The horizontal and angular relapses in the two groups were comparable. Le Fort I osteotomy with bioresorbable fixation results in no greater morbidity than with titanium fixation up to 1 postoperative year. © 2007 International Association of Oral and Maxillofacial Surgeons.link_to_subscribed_fulltex

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

The leader–member relationship has been identified as a key determinant of successful working relationships and business outcomes in China. A high-quality leader–member relationship helps managers and employees to meet the demands they face and gives them the opportunity to develop socially, emotionally and morally. Such relationships form the basis of the overall well-being and success of the organisation. This article contributes to relationally oriented leadership theories and more specifically to the leader–member exchange (LMX) theory by examining the theory in the context of Western expatriate managers and Chinese employees in China. The first aim of the study is to analyse the similarities and differences between the LMX theory, which owes its origins to Western corporate experience, and the social and moral norms of guanxi, a crucial element in the Chinese value system. Since Westerners and Chinese people can give different interpretations to guanxi, the second aim of the article is to discuss the ethical challenges to the Western manager arising from guanxi. The findings of this study have implications not only for China, but also for other Chinese communities (Macau, Taiwan, Hong Kong, the Philippines and Singapore) where guanxi is endorsed and practised.peerReviewe