Polymeric Functionalized Stationary Phase for Separation of Ionic Compounds by IC

Synthesis and properties are described of multilayered stationary phases containing quaternary amine functional groups used for the analysis of inorganic anions by ion chromatography. The bonded phases were characterized by elemental analysis, solid state 13C NMR spectroscopy and chromatographic methods. The surface of polyhydroxyethyl methacrylate (solid support) was coated with polymeric layers formed by condensation polymerization of primary amine with diepoxide. Each layer of the anion exchange stationary phase consisted of methylamine and 1,4-butanedioldiglycidyl ether copolymer. A series of stationary phases with different number of polymerized layers were tested. Separation of inorganic anions, such as F−, Cl−, NO2−, Br−, NO3−, were performed. Aqueous hydroxide, carbonate and bicarbonate solutions were used as mobile phases

Constructing a climate change logic: An institutional perspective on the "tragedy of the commons"

Despite increasing interest in transnational fields, transnational commons have received little attention. In contrast to economic models of commons, which argue that commons occur naturally and are prone to collective inaction and tragedy, we introduce a social constructionist account of commons. Specifically, we show that actor-level frame changes can eventually lead to the emergence of an overarching, hybrid "commons logic" at the field level. These frame shifts enable actors with different logics to reach a working consensus and avoid "tragedies of the commons." Using a longitudinal analysis of key actors' logics and frames, we tracked the evolution of the global climate change field over 40 years. We bracketed time periods demarcated by key field-configuring events, documented the different frame shifts in each time period, and identified five mechanisms (collective theorizing, issue linkage, active learning, legitimacy seeking, and catalytic amplification) that underpin how and why actors changed their frames at various points in time-enabling them to move toward greater consensus around a transnational commons logic. In conclusion, the emergence of a commons logic in a transnational field is a nonlinear process and involves satisfying three conditions: (1) key actors view their fates as being interconnected with respect to a problem issue, (2) these actors perceive their own behavior as contributing to the problem, and (3) they take collective action to address the problem. Our findings provide insights for multinational companies, nation-states, nongovernmental organizations, and other stakeholders in both conventional and unconventional commons

The Future of Rheumatoid Arthritis and Hand Surgery - Combining Evolutionary Pharmacology and Surgical Technique

Rheumatoid arthritis is a systemic autoimmune disease of uncertain aetiology, which is characterized primarily by synovial inflammation with secondary skeletal destructions

Response rates in organizational science, 1995-2008: A meta-analytic review and guidelines for survey researchers

This study expands upon existing knowledge of response rates by conducting a large-scale quantitative review of published response rates. This allowed a fine-grained comparison of response rates across respondent groups. Other unique features of this study are the analysis of response enhancing techniques across respondent groups and response rate trends over time. In order to aid researchers in designing surveys, we provide expected response rate percentiles for different survey modalities. We analyzed 2,037 surveys, covering 1,251,651 individual respondents, published in 12 journals in I/O Psychology, Management, and Marketing during the period 1995-2008. Expected response rate levels were summarized for different types of respondents and use of response enhancing techniques was coded for each study. First, differences in mean response rate were found across respondent types with the lowest response rates reported for executive respondents and the highest for non-working respondents and non-managerial employees. Second, moderator analyses suggested that the effectiveness of response enhancing techniques was dependent on type of respondents. Evidence for differential prediction across respondent type was found for incentives, salience, identification numbers, sponsorship, and administration mode. When controlling for increased use of response enhancing techniques, a small decline in response rates over time was found. Our findings suggest that existing guidelines for designing effective survey research may not always offer the most accurate information available. Survey researchers should be aware that they may obtain lower/higher response rates depending on the respondent type surveyed and that some response enhancing techniques may be less/more effective in specific samples. This study, analyzing the largest set of published response rates to date, offers the first evidence for different response rates and differential functioning of response enhancing techniques across respondent types

The interplay between HQ legitimation and subsidiary legitimacy judgments in HQ relocation : a social psychological approach

This paper marks a departure from the focus on external stakeholders in much research on legitimacy and multinational corporations, adopting a social psychological approach to study how MNCs build internal legitimacy for controversial decisions with their subsidiaries. We explore this through a longitudinal, real-time qualitative case study of a regional office relocation, since office relocations represent rare yet significant strategic decisions. We analyze the interplay between the legitimation strategies of senior managers and subsidiary legitimacy judgments, based in instrumental, relational, and moral considerations, and how the relationship between the two develops over time. From this analysis, we derive inductively a process model that reveals the dynamics of building internal legitimacy with subsidiaries, and how an MNC moves on even in the absence of full legitimacy, when dealing with controversial MNC decisions. The model highlights two important dynamics. The first is a dynamic between legitimation strategies and legitimacy judgments and how this is influenced by local subsidiary contexts. The second is a temporal dynamic in how both the legitimation strategies and legitimacy judgments evolve over time. Our model contributes to research on legitimacy in MNCs, what we know about tensions that characterize MNC–subunit relationships, and research on headquarters relocation