1,000 research outputs found

    Genesis and pathogenesis of the 1918 pandemic H1N1 influenza A virus

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    The source, timing, and geographical origin of the 1918–1920 pandemic influenza A virus have remained tenaciously obscure for nearly a century, as have the reasons for its unusual severity among young adults. Here, we reconstruct the origins of the pandemic virus and the classic swine influenza and (postpandemic) seasonal H1N1 lineages using a host-specific molecular clock approach that is demonstrably more accurate than previous methods. Our results suggest that the 1918 pandemic virus originated shortly before 1918 when a human H1 virus, which we infer emerged before ∼1907, acquired avian N1 neuraminidase and internal protein genes. We find that the resulting pandemic virus jumped directly to swine but was likely displaced in humans by ∼1922 by a reassortant with an antigenically distinct H1 HA. Hence, although the swine lineage was a direct descendent of the pandemic virus, the post-1918 seasonal H1N1 lineage evidently was not, at least for HA. These findings help resolve several seemingly disparate observations from 20th century influenza epidemiology, seroarcheology, and immunology. The phylogenetic results, combined with these other lines of evidence, suggest that the highmortality in 1918 among adults aged ∼20 to ∼40 y may have been due primarily to their childhood exposure to a doubly heterosubtypic putative H3N8 virus, which we estimate circulated from ∼1889–1900. All other age groups (except immunologically naive infants) were likely partially protected by childhood exposure to N1 and/or H1-related antigens. Similar processes may underlie age-specific mortality differences between seasonal H1N1 vs. H3N2 and human H5N1 vs. H7N9 infections

    Export Behavior of Service Sector SMEs

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    Diversity in Entrepreneurship: Ethnic and Female Roles in Urban Economic Life

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    The aim of this paper is to investigate the phenomenon of ethnic female entrepreneurship in urban economic life. The focus of the research is on the attitude and behaviour of Turkish female entrepreneurs in Amsterdam. The main fascinating question is: Are ethnic female entrepreneurs special ethnic entrepreneurs or special female entrepreneurs? This paper provides an answer to this question on the basis of field surveys. The results of the case study research on Turkish female entrepreneurs in Amsterdam show that the “ethnic female profile” is a “special female profile” and that Turkish female entrepreneurs are “special female entrepreneurs”, particularly in terms of personal and business characteristics, driving forces and motivations. They appear to combine their ethnic opportunities with their personal characteristics (and other opportunities) in the urban market, and to have a successful performance. This is also caused by the fact that they have become service providers not only for their own ethnic groups, but also for other groups in the city.Keywords: Ethnic female entrepreneurship, diversity in entrepreneurship, ethnic female profile, Turkish female entrepreneurs

    Entrepreneurial process and performance: the case of the Turkish female entrepreneurs in Amsterdam

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    Ethnic entrepreneurship has become a popular concept in the modern multi-cultural society; in a modern 'multi-color' city ethnic entrepreneurship tends to become an indigenous and significant part of the local economy. This concept refers to business activities undertaken by entrepreneurs with a distinct socio-cultural or ethnic background. Ethnic groups often have a backward position in society, because of difficulties with native behavior, language and diploma's attitudes. The participation rate of ethnic groups in the urban labor market stays often behind and, when they do participate, they are often situated within the secondary labor market segments. For ethnic groups who are unable to adapt to a new social system, their marginal social position is a driving force to become self-employed some special talents. One way for migrants to escape from their backward position is to become an entrepreneur. In this case, self-employment is not only a means for earning a living, it is also a way of obtaining recognition and social acceptance. On the other hand, in the last few decades the participation rate of women in the labour market has increased in most Western countries. An increase in the participation rate of women does not necessarily imply an increase in the number of female entrepreneurs. However, it does increase the likelihood of women to become self-employed. Moreover, women contribute to the diversity in the supply of entrepreneurship, because they may have a different approach towards entrepreneurship compared to men. Despite the scarcity of data, recent observations show the involvement of women in entrepreneurial activity and self-employment rates, which include women who own and operate their own businesses are increasing around the world. According to available data, between one-quarter and one-third of the formal sector businesses are owned and operated by women. The aim of this paper is to describe and understand the entrepreneurial processes of ethnic females. In which way and to which extent are these processes the result of: a) unemployment b) job level c) poor performance in terms of wages d) work experience e) educational level f) language g) discrimination h) socio-cultural and ethnic networks? Or in other words, what are the factors that stimulate females to find other income generating activities? What are the important factors for the motivation and performance of female entrepreneurship? Which factors contribute to the success or failure of ethnic female entrepreneurs? And how do these female entrepreneurs experience failure or survival? What is the satisfaction level of female entrepreneurs? This study aims to provide an answer to these questions on the basis of case study research on Turkish female entrepreneurs in Amsterdam.

    Local shopkeepers’ associations and ethnic minority entrepreneur

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    Intermodal Freight Terminals, Marketing Channels and Transport Networks

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    745-763An attempt has been made to combine the current theory about marketing channels with combined transport and logistics in order to develop a customer-based and broadly applicable approach to the study of combined freight transport in Europe. Furthermore, an analytical framework is provided as a starting. point for the analysis of the performance -in terms of quality- of intermodal freight terminals. Much of the current research on transport is based on a comparison of features of distinct transport modes and their (dis)advantages. However, this approach presents a problem, because it fails to take into account the different combined transport solutions that are offered by carriers and terminals. This problem leads to the central research question of this paper: Which opportunities do intermodal freight terminals offer for an efficient functioning of combined transport marketing channels? Towards this end, a description of the theory of marketing channels is given. This theory states that different types of flows are employed in marketing channels (e.g. payment, ordering, promotion, etc.). All these marketing channel flows are, in principle, customer driven. Next, the central position taken by intermodal freight terminals in combined transport marketing channels is examined. Finally, the analysis is combined in a new approach towards combined transport and logistics, named cogistics. Cogistics is the management of marketing channel flows from the point of origin (production) to the point of final consumption, in accordance with customer requirements and focused on using combined transport to the maximum extent possible. Opportunities that terminals offer for an efficient functioning of marketing channels are: (1) focusing on solutions that are customer driven; (2) facilitating extensive communication between marketing channel members; (3) co-ordinating an efficient marketing channel organisation; (4) choosing the right marketing channel partners; (5) introduction of marketing channel commitment, trust, and co-ordination; and (6) equal sharing of benefits
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