Entrepreneurship and Decision- Making in Latin America

El objetivo principal de este artículo es analizar diferentes métodosde toma de decisiones, con enfoque en el emprendimiento en Latinoamérica.Los métodos de toma de decisiones pueden recibir informaciónpor parte de operadores de agregación basados en el uso de probabilidades,promedios ponderados (PP) y operadores de agregación generalizados.El artículo presenta un nuevo operador probabilístico generalizadode promedios ponderados (GPWA) que unifica los promedios ponderadosy la probabilidad en la misma formulación, considerando el grado de importanciade cada concepto usado en el análisis. La ventaja fundamentalde este enfoque es que incluye un amplio rango de casos particulares,incluyendo el operador probabilístico de promedios ponderados, el operadorprobabilístico de promedios geométricos ponderados y el operadorprobabilístico de promedios cuadráticos ponderados. Se emplean medioscuasiaritméticos para obtener el operador cuasiprobabilístico de promediosponderados y para generalizar el enfoque, que luego es aplicado a unconjunto de decisiones empresariales hipotéticas en cuanto a inversión enuna región latinoamericana unificada políticamente

Entrepreneurship and Decision- Making in Latin America

El objetivo principal de este artículo es analizar diferentes métodosde toma de decisiones, con enfoque en el emprendimiento en Latinoamérica.Los métodos de toma de decisiones pueden recibir informaciónpor parte de operadores de agregación basados en el uso de probabilidades,promedios ponderados (PP) y operadores de agregación generalizados.El artículo presenta un nuevo operador probabilístico generalizadode promedios ponderados (GPWA) que unifica los promedios ponderadosy la probabilidad en la misma formulación, considerando el grado de importanciade cada concepto usado en el análisis. La ventaja fundamentalde este enfoque es que incluye un amplio rango de casos particulares,incluyendo el operador probabilístico de promedios ponderados, el operadorprobabilístico de promedios geométricos ponderados y el operadorprobabilístico de promedios cuadráticos ponderados. Se emplean medioscuasiaritméticos para obtener el operador cuasiprobabilístico de promediosponderados y para generalizar el enfoque, que luego es aplicado a unconjunto de decisiones empresariales hipotéticas en cuanto a inversión enuna región latinoamericana unificada políticamente

Tratamiento de las fracturas complejas del fémur: nuestra experiencia con el clavo de Brooker-Wills

Se estudian 26 casos de fracturas de fémur tratadas con clavo de Brooker-Wills. De ellas, 22 fueron cerradas y 4 abiertas. El trazo de fractura fue simple en 8 casos y con cominución en 18. El tipo de montaje realizado fue dinámico, con encerrojado distal, en 13 casos (50%) y estático en 12 (46%). En un caso no se practicó ninguna clase de bloqueo. En 5 pacientes (19%) ocurrió alguna complicación peroperatoria relacionada con la técnica. Eos resultados obtenidos valorados según los criterios de Thoresen han sido: 17 excelentes (65%), 6 buenos (23%), 2 regulares (8%) y 1 malo (4%). Hubo una rotura del clavo relacionada con una pseudoartosis. En nuestra experiencia el clavo de Brooker-Wills se ha mostrado como un dispositivo eficaz en el tratamiento de las fracturas complejas de la diálisis femoral capaz de prevenir el acortamiento, las angulaciones y la rotación de los fragmentos.We studied 26 femoral fractures treated with Brooker-Wills nail. There were 22 closed and 4 open fractures. Eight were simple fractures and 18 conminuted. We performed distal (dynamic) locking in 13 cases (50%) and static locking in 12 (46%). One case had no locking. In 5 cases (19%) we had some complications, all of them related with the technique. Following the Thoresen's criteria, the results obtained were excelent in 17 cases (65%), good in 6 (23%), fair in 2 (8%) and poor in one (4%). We found a broken nail in a case who developed a pseudarthrosis. In our experience Brooker-Wills nail was found to be an effective device for the treatment of complex femoral shaft fractures, being able to avoid shortening, angulation and rotation of the fragments

Analysis of efficiency and profitability of franchise services

The present study analyses the relative efficiency of franchise services and characterises the best companies, confirming the relationship between efficiency and profit. These companies are from the trade and other services sector , the main group of service-providing companies in the Spanish economy. The methodology calls for first comparing the relative efficiency of franchisers and ownership enterprises. Second, the focus turns to the most efficient franchise services, using a super-efficiency model to rank them. The paper then goes on to cover the analysis of the main characteristics of the best franchise enterprises, the number of own establishments in a franchise business and the profitability of the company. This paper presents arguments as to why companies from the trade and other services sector are included. The main conclusion is that, whilst the number of establishments is irrelevant in achieving greater efficiency, many of the most efficient enterprises have high returns.García Martin, CJ.; Medal Bartual, A.; Peris-Ortiz, M. (2014). Analysis of efficiency and profitability of franchise services. Service Industries Journal. 34(9):796-810. doi:10.1080/02642069.2014.905921S79681034

Influence of the balanced scorecard on the science and innovation performance of Latin American universities

This is an Accepted Manuscript of an article published by Taylor & Francis in Knowledge Management Research & Practice on 2019, available online: http://www.tandfonline.com/10.1080/14778238.2019.1569488[EN] Pressure on the education system to meet society's needs has led some universities to adopt organisational performance measurement systems as strategic control tools. One of the most commonly used systems in business is the balanced scorecard (BSC). For Latin American universities, the urgent task of increasing the quantity and quality of research and innovation has led these universities to update their essential processes. A suitable control system is necessary to ensure the effectiveness of these new policies. Based on strategic management theory, this study focuses on the implementation of a BSC method in Latin American public universities. The aim of this study is to determine the influence of BSC implementation on universities? research and innovation performance. The results reveal similar patterns of indicators to measure performance in public universities. Furthermore, these indicators develop favourably following implementation of the BSC.Peris-Ortiz, M.; García-Hurtado, D.; Devece Carañana, CA. (2019). Influence of the balanced scorecard on the science and innovation performance of Latin American universities. Knowledge Management Research & Practice. 17(4):373-383. https://doi.org/10.1080/14778238.2019.1569488S373383174Agostino, D., & Arnaboldi, M. (2012). Design issues in Balanced Scorecards: The «what» and «how» of control. European Management Journal, 30(4), 327-339. doi:10.1016/j.emj.2012.02.001Al-Ashaab, A., Flores, M., Doultsinou, A., & Magyar, A. (2011). A balanced scorecard for measuring the impact of industry–university collaboration. Production Planning & Control, 22(5-6), 554-570. doi:10.1080/09537287.2010.536626Ankrah, S., & AL-Tabbaa, O. (2015). Universities–industry collaboration: A systematic review. Scandinavian Journal of Management, 31(3), 387-408. doi:10.1016/j.scaman.2015.02.003Broadbent, J., & Laughlin, R. (2009). Performance management systems: A conceptual model. Management Accounting Research, 20(4), 283-295. doi:10.1016/j.mar.2009.07.004Chen, S., Yang, C., & Shiau, J. (2006). The application of balanced scorecard in the performance evaluation of higher education. The TQM Magazine, 18(2), 190-205. doi:10.1108/09544780610647892Ferreira, A., & Otley, D. (2009). The design and use of performance management systems: An extended framework for analysis. Management Accounting Research, 20(4), 263-282. doi:10.1016/j.mar.2009.07.003Franceschini, F., & Turina, E. (2011). Quality improvement and redesign of performance measurement systems: an application to the academic field. Quality & Quantity, 47(1), 465-483. doi:10.1007/s11135-011-9530-1Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What passes as a rigorous case study? Strategic Management Journal, 29(13), 1465-1474. doi:10.1002/smj.722Ittner, C. D., Larcker, D. F., & Randall, T. (2003). Performance implications of strategic performance measurement in financial services firms. Accounting, Organizations and Society, 28(7-8), 715-741. doi:10.1016/s0361-3682(03)00033-3Kaplan, R. S., & Norton, D. P. (2001). Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II. Accounting Horizons, 15(2), 147-160. doi:10.2308/acch.2001.15.2.147Khalid, S., Knouzi, N., Tanane, O., & Talbi, M. (2014). Balanced Scoreboard, the Performance Tool in Higher Education: Establishment of Performance Indicators. Procedia - Social and Behavioral Sciences, 116, 4552-4558. doi:10.1016/j.sbspro.2014.01.984Kraus, K., & Lind, J. (2010). The impact of the corporate balanced scorecard on corporate control—A research note. Management Accounting Research, 21(4), 265-277. doi:10.1016/j.mar.2010.08.001Langfield-Smith, K. (1997). Management control systems and strategy: A critical review. Accounting, Organizations and Society, 22(2), 207-232. doi:10.1016/s0361-3682(95)00040-2Lawrence, S., & Sharma, U. (2002). Commodification of Education and Academic LABOUR—Using the Balanced Scorecard in a University Setting. Critical Perspectives on Accounting, 13(5-6), 661-677. doi:10.1006/cpac.2002.0562Lee, B., Collier, P. M., & Cullen, J. (2007). Reflections on the use of case studies in the accounting, management and organizational disciplines. Qualitative Research in Organizations and Management: An International Journal, 2(3), 169-178. doi:10.1108/17465640710835337Neely, A., Gregory, M., & Platts, K. (1995). Performance measurement system design. International Journal of Operations & Production Management, 15(4), 80-116. doi:10.1108/01443579510083622Philbin, S. (2008). Process model for university‐industry research collaboration. 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Performance in franchising: the effects of different management styles

Various theoretical approaches uphold the relevance of the relationship between the form of management and performance. Different management styles influence the relationships of agencies [Jensen, M.C. (1998). Foundations of organizational strategy. Cambridge, MA: Harvard University Press], the cost of governing transactions [Williamson, O.E. (1985). The economics institutions of capitalism: Firms, markets, relational contracting. New York, NY: Free Press], and the allocation of resources between the exploitation and exploration of activities [March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87], and this is manifested in firm performance. In light of these assumptions, this article presents an empirical verification of the relationship between the management of franchises and their performance, examining how different styles of management on the part of franchisers over their franchisees have significant effects on the growth and profits of franchiser firms.Peris-Ortiz, M.; Willoughby, MC.; Rueda Armengot, C. (2012). Performance in franchising: the effects of different management styles. Service Industries Journal. 32(16):2507-2525. doi:10.1080/02642069.2011.594876S250725253216Altinay, L., & Okumus, F. (2010). Franchise partner selection decision making. The Service Industries Journal, 30(6), 929-946. doi:10.1080/02642060802322275Child, J. (1972). Organizational Structure, Environment and Performance: The Role of Strategic Choice. Sociology, 6(1), 1-22. doi:10.1177/003803857200600101Combs, J. G., & Ketchen, D. J. (1999). CAN CAPITAL SCARCITY HELP AGENCY THEORY EXPLAIN FRANCHISING? REVISITING THE CAPITAL SCARCITY HYPOTHESIS. Academy of Management Journal, 42(2), 196-207. doi:10.2307/257092Combs, J. (2003). Why Do Firms Use Franchising as an Entrepreneurial Strategy?: A Meta-Analysis. Journal of Management, 29(3), 443-465. doi:10.1016/s0149-2063(03)00019-9COMBS, J. G., KETCHEN, D. J., & IRELAND, R. D. (2006). Effectively managing service chain organizations. Organizational Dynamics, 35(4), 357-371. doi:10.1016/j.orgdyn.2006.08.006Combs, J. G., Michael, S. C., & Castrogiovanni, G. J. (2009). Institutional Influences on the Choice of Organizational Form: The Case of Franchising. Journal of Management, 35(5), 1268-1290. doi:10.1177/0149206309336883Crook, T. R., Shook, C. L., Madden, T. M., & Morris, M. L. (2009). A review of current construct measurement in entrepreneurship. International Entrepreneurship and Management Journal, 6(4), 387-398. doi:10.1007/s11365-009-0114-7Fama, E. F., & Jensen, M. C. (1983). Agency Problems and Residual Claims. The Journal of Law and Economics, 26(2), 327-349. doi:10.1086/467038Fama, E. F., & Jensen, M. C. (1983). Separation of Ownership and Control. The Journal of Law and Economics, 26(2), 301-325. doi:10.1086/467037Gillis, W. E., & Combs, J. G. (2009). Franchisor strategy and firm performance: Making the most of strategic resource investments. Business Horizons, 52(6), 553-561. doi:10.1016/j.bushor.2009.07.001Gouldner, A. W. (1960). The Norm of Reciprocity: A Preliminary Statement. American Sociological Review, 25(2), 161. doi:10.2307/2092623Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The Interplay Between Exploration and Exploitation. Academy of Management Journal, 49(4), 693-706. doi:10.5465/amj.2006.22083026Hambrick, D. C. (2007). Upper Echelons Theory: An Update. Academy of Management Review, 32(2), 334-343. doi:10.5465/amr.2007.24345254Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2), 193. doi:10.2307/258434Hindle, K., & Moroz, P. (2009). Indigenous entrepreneurship as a research field: developing a definitional framework from the emerging canon. International Entrepreneurship and Management Journal, 6(4), 357-385. doi:10.1007/s11365-009-0111-xJensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360. doi:10.1016/0304-405x(76)90026-xJensen, M. C., & Heckling, W. H. (1995). SPECIFIC AND GENERAL KNOWLEDGE, AND ORGANIZATIONAL STRUCTURE. Journal of Applied Corporate Finance, 8(2), 4-18. doi:10.1111/j.1745-6622.1995.tb00283.xKlein, B., Crawford, R. G., & Alchian, A. A. (1978). Vertical Integration, Appropriable Rents, and the Competitive Contracting Process. The Journal of Law and Economics, 21(2), 297-326. doi:10.1086/466922Liu, W., Lepak, D. P., Takeuchi, R., & Sims, H. P. (2003). Matching leadership styles with employment modes: strategic human resource management perspective. Human Resource Management Review, 13(1), 127-152. doi:10.1016/s1053-4822(02)00102-xMarch, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87. doi:10.1287/orsc.2.1.71Mitsuhashi, H., Shane, S., & Sine, W. D. (2008). Organization governance form in franchising: efficient contracting or organizational momentum? Strategic Management Journal, 29(10), 1127-1136. doi:10.1002/smj.702Orlikowski, W. J. (1992). The Duality of Technology: Rethinking the Concept of Technology in Organizations. Organization Science, 3(3), 398-427. doi:10.1287/orsc.3.3.398Ouchi, W. G. (1980). Markets, Bureaucracies, and Clans. Administrative Science Quarterly, 25(1), 129. doi:10.2307/2392231Gómez, R. S., González, I. S., & Vázquez, L. (2009). Multi-unit versus single-unit franchising: assessing why franchisors use different ownership strategies. The Service Industries Journal, 30(3), 463-476. doi:10.1080/02642060802252027Gómez, R. S., González, I. S., & Suárez, L. V. (2011). Service quality control mechanisms in franchise networks. The Service Industries Journal, 31(5), 713-723. doi:10.1080/02642060902833338Sarkees, M., & Hulland, J. (2009). Innovation and efficiency: It is possible to have it all. Business Horizons, 52(1), 45-55. doi:10.1016/j.bushor.2008.08.002Sebora, T. C., & Theerapatvong, T. (2009). Corporate entrepreneurship: a test of external and internal influences on managers’ idea generation, risk taking, and proactiveness. International Entrepreneurship and Management Journal, 6(3), 331-350. doi:10.1007/s11365-009-0108-5Shane, S., & Foo, M.-D. (1999). New Firm Survival: Institutional Explanations for New Franchisor Mortality. Management Science, 45(2), 142-159. doi:10.1287/mnsc.45.2.142Shane, S., Shankar, V., & Aravindakshan, A. (2006). The Effects of New Franchisor Partnering Strategies on Franchise System Size. 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(2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. doi:10.1002/smj.318Yin, X., & Zajac, E. J. (2004). The strategy/governance structure fit relationship: theory and evidence in franchising arrangements. Strategic Management Journal, 25(4), 365-383. doi:10.1002/smj.38

DNA sequences within glioma-derived extracellular vesicles can cross the intact blood-brain barrier and be detected in peripheral blood of patients

Tumor-cell-secreted extracellular vesicles (EVs) can cross the disrupted bloodbrain barrier (BBB) into the bloodstream. However, in certain gliomas, the BBB remains intact, which might limit EVs release. To evaluate the ability of tumor-derived EVs to cross the BBB, we used an orthotopic xenotransplant mouse model of human glioma-cancer stem cells featuring an intact BBB. We demonstrated that all types of tumor cells-derived EVs−apoptotic bodies, shedding microvesicles and exosomes− cross the intact BBB and can be detected in the peripheral blood, which provides a minimally invasive method for their detection compared to liquid biopsies obtained from cerebrospinal fluid (CSF). Furthermore, these EVs can be readily distinguished from total murine EVs, since they carry human-specific DNA sequences relevant for GBM biology. In a small cohort of glioma patients, we finally demonstrated that peripheral blood EVs cargo can be successfully used to detect the presence of IDH1G395A, an essential biomarker in the current management of human gliomaWe are grateful for the financial support from the ‘Fondo de Investigaciones Sanitarias’ (FIS) (PI10/01069 and PI14/00077) and the ‘Miguel Servet Program’ (CP11/00147) from the ‘Instituto de Salud Carlos III’ (AAS), RTC-2015-3846-1 from Ministerio de Economía y Competitividad and FEDER fund

Leadership Styles and Innovative Entrepreneurship: An International Study

This research attempts to empirically examine the relationship between leadership styles and innovative entrepreneurship through regression analysis, using a sample of 43 countries and data from Global Entrepreneurship Monitor and Global Leadership and Organizational Behavior Effectiveness. In light of institutional approaches and specifically based on the normative dimension, the main findings of the study indicate that participative leadership and higher education represent the strongest explanatory factor in the variance of the current rates of innovative entrepreneurship. This study has contributions for both researchers and policymakers on new firm creation (entrepreneurship) and on the generation of innovation within organizations (intrapreneurship).Stefan van Hemmen acknowledges the financial resources from ECO2013-48496-C4-4-R (Spanish Ministry of Economy & Competitiveness) and 2014-SGR-1259 (Economy & Knowledge Department -Catalan Government-). Marta Peris-Ortiz acknowledges support from the Universitat Politecnica de Valencia through the project Paid-06-12 (Sp 20120792). Claudia Alvarez and David Urbano acknowledge the financial support from the Projects ECO2013-44027-P (Spanish Ministry of Economy & Competitiveness) and 2014-SGR-1626)Economy & Knowledge Department -Catalan Government-).Van Hemmen, S.; Alvarez, C.; Peris-Ortiz, M.; Urbano, D. (2015). Leadership Styles and Innovative Entrepreneurship: An International Study. Cybernetics and Systems. 46(3-4):271-286. https://doi.org/10.1080/01969722.2015.1012896S271286463-

Vertical integration in production and services: development in transaction cost economics

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