Giant deep lobe parotid tumor removal via total parotidectomy without mandibulotomy. A simple and safe technique

The transmandibular route is often combined with the transparotid-transcervical approach when extensive surgical field exposure is required, as in the case of deep parotid lobe tumors measuring over 4 cm in size. This procedure implies great morbidity an

The effect of managing different types of work on open innovation: A micro-organizational perspective

[EN] Purpose The purpose of this paper is to analyze the different types of work and to examine how they are related with open innovation, either by carrying out relationships with companies or external agents, or through the outsourcing of qualified and creative work. Design/methodology/approach After the theoretical analysis of the different types of work, the empirical study uses qualitative comparative analysis (QCA) to analyze the different variables and their relations which favor open innovation. Findings The combination of the variables in the QCA makes it possible to obtain three paths among the characteristics of the qualified work and open innovation, with a positive empirical result. The general conclusion is that the motivation level of the qualified work is relevant for open innovation. Originality/value The originality and value of this paper consist in relating the internal efficiency in the work management with the effectiveness and success of open innovation.Peris-Ortiz, M.; Rueda Armengot, C.; Estelles Miguel, S. (2020). The effect of managing different types of work on open innovation: A micro-organizational perspective. Journal of Organizational Change Management. 33(1):1-15. https://doi.org/10.1108/JOCM-09-2018-0264S115331Andersen, T. J. (2000). Strategic planning, autonomous actions and corporate performance. Long Range Planning, 33(2), 184-200. doi:10.1016/s0024-6301(00)00028-5Andersen, T. J. (2004). Integrating the Strategy Formation Process: European Management Journal, 22(3), 263-272. doi:10.1016/j.emj.2004.04.008Andersen, T. J. (2004). Integrating Decentralized Strategy Making and Strategic Planning Processes in Dynamic Environments. Journal of Management Studies, 41(8), 1271-1299. doi:10.1111/j.1467-6486.2004.00475.xBecker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, 32(6), 898-925. doi:10.1177/0149206306293668Brettel, M., Heinemann, F., Engelen, A., & Neubauer, S. (2011). Cross-Functional Integration of R&D, Marketing, and Manufacturing in Radical and Incremental Product Innovations and Its Effects on Project Effectiveness and Efficiency. Journal of Product Innovation Management, 28(2), 251-269. doi:10.1111/j.1540-5885.2011.00795.xBrews, P. J., & Hunt, M. R. (1999). Learning to plan and planning to learn: resolving the planning school/learning school debate. Strategic Management Journal, 20(10), 889-913. doi:10.1002/(sici)1097-0266(199910)20:103.0.co;2-fCarroll, N., & Helfert, M. (2015). Service capabilities within open innovation. Journal of Enterprise Information Management, 28(2), 275-303. doi:10.1108/jeim-10-2013-0078Cheng, C. C. J., & Huizingh, E. K. R. E. (2014). When Is Open Innovation Beneficial? The Role of Strategic Orientation. Journal of Product Innovation Management, 31(6), 1235-1253. doi:10.1111/jpim.12148Chesbrough, H. (2010). Business Model Innovation: Opportunities and Barriers. Long Range Planning, 43(2-3), 354-363. doi:10.1016/j.lrp.2009.07.010Chesbrough, H., Lettl, C., & Ritter, T. (2018). Value Creation and Value Capture in Open Innovation. Journal of Product Innovation Management, 35(6), 930-938. doi:10.1111/jpim.12471Chesbrough, H.W., Vanhaverbeke, W. and West, J. (Eds) (2008), Open Innovation: Researching a New Paradigm, Oxford University Press, Oxford.Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), 128. doi:10.2307/2393553Donate, M. J., Peña, I., & Sánchez de Pablo, J. D. (2015). HRM practices for human and social capital development: effects on innovation capabilities. The International Journal of Human Resource Management, 27(9), 928-953. doi:10.1080/09585192.2015.1047393Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2010). CROSSROADS—Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments. Organization Science, 21(6), 1263-1273. doi:10.1287/orsc.1100.0564Fama, E. F., & Jensen, M. C. (1983). Separation of Ownership and Control. The Journal of Law and Economics, 26(2), 301-325. doi:10.1086/467037Fama, E. F., & Jensen, M. C. (1985). Organizational forms and investment decisions. Journal of Financial Economics, 14(1), 101-119. doi:10.1016/0304-405x(85)90045-5Felin, T., & Zenger, T. R. (2014). Closed or open innovation? Problem solving and the governance choice. Research Policy, 43(5), 914-925. doi:10.1016/j.respol.2013.09.006Galbraith, J.R. (2014), “Designing organizations: strategy”, Structure and Process at de Business Units and Enterprise Levels, Jossey-Bass, San Francisco, CA.Hart, S. L. (1992). An Integrative Framework for Strategy-Making Processes. Academy of Management Review, 17(2), 327-351. doi:10.5465/amr.1992.4279547Helfat, C. E., & Peteraf, M. A. (2014). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831-850. doi:10.1002/smj.2247Van Hoorn, A. (2016). How much does job autonomy vary across countries and other extra-organizational contexts? The International Journal of Human Resource Management, 29(2), 420-463. doi:10.1080/09585192.2016.1192052Jensen, M.C. and Meckling, W.H. (1992), “Specific and general knowledge and organizational structure”, in Werin, L. and Wijkander, H. (Eds), Contract Economics, Blackwell Publishers, Oxford.Mina, A., Bascavusoglu-Moreau, E., & Hughes, A. (2014). Open service innovation and the firm’s search for external knowledge. Research Policy, 43(5), 853-866. doi:10.1016/j.respol.2013.07.004Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257-272. doi:10.1002/smj.4250060306Moreno-Luzón, M.D., Peris, F.J. and González, T. (2001), “Gestión de la Calidad y Diseño de Organizaciones”, Teoría y Estudio de Casos, Prentice Hall, Madrid.Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14-37. doi:10.1287/orsc.5.1.14Nonaka, I., Toyama, R. and Konno, N. (2000), “SEC1, Ba and leadership: a unified model of dynamic knowledge creation”, in Nonaka, I. and Teece, D.J. (Eds), Managing Industrial Knowledge: Creation, Transfer and Utilization, SAGE, London, pp. 145-169.Peris-Ortiz, M., Rueda-Armengot, C., & Pechuán, I. G. (2012). Job Classification for the Purpose of Making Optimal Decisions Concerning Management Control. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 29(3), 231-241. doi:10.1002/cjas.1223Perrow, C. (1967). A Framework for the Comparative Analysis of Organizations. American Sociological Review, 32(2), 194. doi:10.2307/2091811Raffiee, J., & Coff, R. (2016). Micro-Foundations of Firm-Specific Human Capital: When Do Employees Perceive Their Skills to be Firm-Specific? Academy of Management Journal, 59(3), 766-790. doi:10.5465/amj.2014.0286Ragin, C.C. and Fiss, P. (2008), “Net effects analysis versus configurational analysis: an empirical demonstration”, in Ragin, C.C. (Ed.), Redesigning Social Inquiry: Fuzzy Sets and Beyond, University of Chicago Press, Chicago, IL, pp. 190-212.Rangus, K., & Slavec, A. (2017). The interplay of decentralization, employee involvement and absorptive capacity on firms’ innovation and business performance. Technological Forecasting and Social Change, 120, 195-203. doi:10.1016/j.techfore.2016.12.017Schneider, M. R., Schulze-Bentrop, C., & Paunescu, M. (2009). Mapping the institutional capital of high-tech firms: A fuzzy-set analysis of capitalist variety and export performance. Journal of International Business Studies, 41(2), 246-266. doi:10.1057/jibs.2009.36Spender, J.-C. (2008). Organizational Learning and Knowledge Management: Whence and Whither? Management Learning, 39(2), 159-176. doi:10.1177/1350507607087582Teece, D. J. (2014). The Foundations of Enterprise Performance: Dynamic and Ordinary Capabilities in an (Economic) Theory of Firms. Academy of Management Perspectives, 28(4), 328-352. doi:10.5465/amp.2013.0116Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. doi:10.1002/(sici)1097-0266(199708)18:73.0.co;2-zWeick, K. E., & Roberts, K. H. (1993). Collective Mind in Organizations: Heedful Interrelating on Flight Decks. Administrative Science Quarterly, 38(3), 357. doi:10.2307/2393372Wernerfelt, B. (1984). A resource-based view of the firm. 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Odontogenic maxillary sinusitis and fungus ball development secondary to a dental root retained for more than 25 years. : a case report

The displacement of a dental root fragment into the maxillary sinus is a serious complication of tooth extraction that can give rise to maxillary sinusitis. The condition can become chronic if the intrasinusal foreign body is not promptly removed, and As

Multivariable Supplier Segmentation in Sustainable Supply Chain Management

[EN] Pressure from stakeholders for sustainable development is forcing top management to reconsider its supply chain management. This form of sustainability must consider the risks, insecurities, and lack of proximity caused by any event on the global economy. Organizations must identify and manage the risks of every link in the chain, while pursuing sustainable development. Corporate social responsibility (CSR) and sustainable development must be the result of a deliberate and coordinated response by the entire organization. A suitable segmentation of suppliers allows development strategies to be prioritized. This article presents the steps that should be followed in supply chain management, the identification of risks, and the new leadership of purchasing management to develop a sustainable supply chain. To this end, some of the key industrial actions reported in the literature are outlined, and two case studies are presented to identify the steps for the segmentation and dynamic development of suppliers. This article provides reflections on the responsibilities of senior management in the new era of sustainable development and presents guidance on how to coordinate sustainable development in the supply chain.Rius-Sorolla, G.; Estelles Miguel, S.; Rueda Armengot, C. (2020). Multivariable Supplier Segmentation in Sustainable Supply Chain Management. Sustainability. 12(11):1-16. https://doi.org/10.3390/su12114556S1161211rabieh, masood, babaee, leila, Fadaei Rafsanjani, abbASS, & Esmaeili, M. (2018). Sustainable Supplier Selection and Order Allocation: An Integrated Delphi Method, Fuzzy TOPSIS and Multi-Objective Programming Model. Scientia Iranica, 0(0), 0-0. doi:10.24200/sci.2018.5254.1176Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable business models. Journal of Cleaner Production, 135, 1474-1486. doi:10.1016/j.jclepro.2016.06.067Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180. doi:10.1002/smj.4250050207Barney, J. B. (2001). Is the Resource-Based «View» a Useful Perspective for Strategic Management Research? Yes. Academy of Management Review, 26(1), 41-56. doi:10.5465/amr.2001.4011938Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2010). CROSSROADS—Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments. Organization Science, 21(6), 1263-1273. doi:10.1287/orsc.1100.0564Teece, D. J. (2014). The Foundations of Enterprise Performance: Dynamic and Ordinary Capabilities in an (Economic) Theory of Firms. Academy of Management Perspectives, 28(4), 328-352. doi:10.5465/amp.2013.0116Gold, S., Seuring, S., & Beske, P. (2009). Sustainable supply chain management and inter-organizational resources: a literature review. Corporate Social Responsibility and Environmental Management, n/a-n/a. doi:10.1002/csr.207Walker, H., & Jones, N. (2012). Sustainable supply chain management across the UK private sector. Supply Chain Management: An International Journal, 17(1), 15-28. doi:10.1108/13598541211212177Carroll, A. B. (1999). Corporate Social Responsibility. Business & Society, 38(3), 268-295. doi:10.1177/000765039903800303Xia, Y. (2011). Competitive strategies and market segmentation for suppliers with substitutable products. European Journal of Operational Research, 210(2), 194-203. doi:10.1016/j.ejor.2010.09.028Seuring, S., & Müller, M. (2008). From a literature review to a conceptual framework for sustainable supply chain management. Journal of Cleaner Production, 16(15), 1699-1710. doi:10.1016/j.jclepro.2008.04.020Bai, C., Rezaei, J., & Sarkis, J. (2017). Multicriteria Green Supplier Segmentation. IEEE Transactions on Engineering Management, 64(4), 515-528. doi:10.1109/tem.2017.2723639Akhavan, R. M., & Beckmann, M. (2017). A configuration of sustainable sourcing and supply management strategies. Journal of Purchasing and Supply Management, 23(2), 137-151. doi:10.1016/j.pursup.2016.07.006UNCSD Industry and Sustainable Development—6th Sessionhttp://www.un.org/ga/search/view_doc.asp?symbol=E/CN.17/1998/4&Lang=EVivas, R., Sant’anna, Â., Esquerre, K., & Freires, F. (2019). Measuring Sustainability Performance with Multi Criteria Model: A Case Study. Sustainability, 11(21), 6113. doi:10.3390/su11216113AENOR Certificación ISO 14001 sistemas de gestión ambientalhttps://www.aenor.com/certificacion/medio-ambiente/gestion-ambientalAENOR Certificación SA 8000https://www.aenor.com/certificacion/responsabilidad-social/sa-8000-empresa-saludableMerli, R., Preziosi, M., & Massa, I. (2015). Social Values and Sustainability: A Survey on Drivers, Barriers and Benefits of SA8000 Certification in Italian Firms. Sustainability, 7(4), 4120-4130. doi:10.3390/su7044120PAGELL, M., WU, Z., & WASSERMAN, M. E. (2010). THINKING DIFFERENTLY ABOUT PURCHASING PORTFOLIOS: AN ASSESSMENT OF SUSTAINABLE SOURCING. Journal of Supply Chain Management, 46(1), 57-73. doi:10.1111/j.1745-493x.2009.03186.xCarter, C. R., & Liane Easton, P. (2011). Sustainable supply chain management: evolution and future directions. International Journal of Physical Distribution & Logistics Management, 41(1), 46-62. doi:10.1108/09600031111101420A Strategic Role for Purchasinghttps://go.gale.com/ps/anonymous?id=GALE%7CA11739695&sid=googleScholar&v=2.1&it=r&linkaccess=abs&issn=00475394&p=AONE&sw=wDYER, J. H. (1996). SPECIALIZED SUPPLIER NETWORKS AS A SOURCE OF COMPETITIVE ADVANTAGE: EVIDENCE FROM THE AUTO INDUSTRY. Strategic Management Journal, 17(4), 271-291. doi:10.1002/(sici)1097-0266(199604)17:43.0.co;2-yChen, I. J., Paulraj, A., & Lado, A. A. (2004). Strategic purchasing, supply management, and firm performance. Journal of Operations Management, 22(5), 505-523. doi:10.1016/j.jom.2004.06.002Dubois, A., & Pedersen, A.-C. (2002). Why relationships do not fit into purchasing portfolio models—a comparison between the portfolio and industrial network approaches. European Journal of Purchasing & Supply Management, 8(1), 35-42. doi:10.1016/s0969-7012(01)00014-4Rezaei, J., & Fallah Lajimi, H. (2018). Segmenting supplies and suppliers: bringing together the purchasing portfolio matrix and the supplier potential matrix. International Journal of Logistics Research and Applications, 22(4), 419-436. doi:10.1080/13675567.2018.1535649Day, M., Magnan, G. M., & Moeller, M. M. (2010). Evaluating the bases of supplier segmentation: A review and taxonomy. Industrial Marketing Management, 39(4), 625-639. doi:10.1016/j.indmarman.2009.06.001Svensson, G. (2004). Supplier segmentation in the automotive industry. International Journal of Physical Distribution & Logistics Management, 34(1), 12-38. doi:10.1108/09600030410515664Parasuraman, A. (1980). Vendor segmentation: An additional level of market segmentation. Industrial Marketing Management, 9(1), 59-62. doi:10.1016/0019-8501(80)90035-8Zsidisin, G. A., & Ellram, L. M. (2003). An Agency Theory Investigation of Supply Risk M anagement. The Journal of Supply Chain Management, 39(3), 15-27. doi:10.1111/j.1745-493x.2003.tb00156.xLee, D. M., & Drake, P. R. (2009). A portfolio model for component purchasing strategy and the case study of two South Korean elevator manufacturers. International Journal of Production Research, 48(22), 6651-6682. doi:10.1080/00207540902897780Rezaei, J., & Ortt, R. (2012). A multi-variable approach to supplier segmentation. International Journal of Production Research, 50(16), 4593-4611. doi:10.1080/00207543.2011.615352Gelderman, C. J., & van Weele, A. J. (2005). Purchasing Portfolio Models: A Critique and Update. The Journal of Supply Chain Management, 41(3), 19-28. doi:10.1111/j.1055-6001.2005.04103003.xOlsen, R. F., & Ellram, L. M. (1997). A portfolio approach to supplier relationships. Industrial Marketing Management, 26(2), 101-113. doi:10.1016/s0019-8501(96)00089-2Rezaei, J., Wang, J., & Tavasszy, L. (2015). Linking supplier development to supplier segmentation using Best Worst Method. Expert Systems with Applications, 42(23), 9152-9164. doi:10.1016/j.eswa.2015.07.073Ellram, L. M., & Pearson, J. N. (1993). The Role of the Purchasing Function: Toward Team Participation. International Journal of Purchasing and Materials Management, 29(2), 2-9. doi:10.1111/j.1745-493x.1993.tb00007.xGiunipero, L. C., & Vogt, J. F. (1997). Empowering the Purchasing Function: Moving to Team Decisions. International Journal of Purchasing and Materials Management, 33(4), 8-15. doi:10.1111/j.1745-493x.1997.tb00020.xJohnson, P. F., Klassen, R. D., Leenders, M. R., & Fearon, H. E. (2002). Determinants of purchasing team usage in the supply chain. Journal of Operations Management, 20(1), 77-89. doi:10.1016/s0272-6963(01)00078-xKitchenham, B., Pearl Brereton, O., Budgen, D., Turner, M., Bailey, J., & Linkman, S. (2009). Systematic literature reviews in software engineering – A systematic literature review. Information and Software Technology, 51(1), 7-15. doi:10.1016/j.infsof.2008.09.009Rius-Sorolla, G., Maheut, J., Estelles-Miguel, S., & Garcia-Sabater, J. P. (2017). Protocol: Systematic Literature Review on coordination mechanisms for the mathematical programming models in production planning with decentralized decision making. WPOM-Working Papers on Operations Management, 8(2), 22. doi:10.4995/wpom.v8i2.7858Rius-Sorolla, G., Maheut, J., Estellés-Miguel, S., & Garcia-Sabater, J. P. (2018). Coordination mechanisms with mathematical programming models for decentralized decision-making: a literature review. Central European Journal of Operations Research, 28(1), 61-104. doi:10.1007/s10100-018-0594-zCooper, M. C., Lambert, D. M., & Pagh, J. D. (1997). Supply Chain Management: More Than a New Name for Logistics. The International Journal of Logistics Management, 8(1), 1-14. doi:10.1108/09574099710805556Colla, E., & Dupuis, M. (2002). Research and managerial issues on global retail competition: Carrefour/Wal‐Mart. International Journal of Retail & Distribution Management, 30(2), 103-111. doi:10.1108/09590550210418128Dyer, J. H., Cho, D. S., & Cgu, W. (1998). Strategic Supplier Segmentation: The Next «Best Practice» in Supply Chain Management. California Management Review, 40(2), 57-77. doi:10.2307/41165933Bloom, P. N., & Perry, V. G. (2001). Retailer power and supplier welfare. Journal of Retailing, 77(3), 379-396. doi:10.1016/s0022-4359(01)00048-3Muller, H. E. (2009). Supplier integration: an international comparison of supplier and automaker experiences. International Journal of Automotive Technology and Management, 9(1), 18. doi:10.1504/ijatm.2009.023584Dyer, J., & Chu, W. (2010). The determinants of trust in supplier–automaker relations in the US, Japan, and Korea: A retrospective. Journal of International Business Studies, 42(1), 28-34. doi:10.1057/jibs.2010.48Dyer, J. H., & Chu, W. (2000). The Determinants of Trust in Supplier-Automaker Relationships in the U.S., Japan and Korea. Journal of International Business Studies, 31(2), 259-285. doi:10.1057/palgrave.jibs.8490905Dyer, J. H., & Chu, W. (2003). The Role of Trustworthiness in Reducing Transaction Costs and Improving Performance: Empirical Evidence from the United States, Japan, and Korea. Organization Science, 14(1), 57-68. doi:10.1287/orsc.14.1.57.12806GM Ranked Worst Automaker by U.S. Suppliers: Survey Reutershttps://www.reuters.com/article/us-gm-suppliers-survey/gm-ranked-worst-automaker-by-u-s-suppliers-survey-idUSBREA4B01I20140512Ritchie, P. (1990). McDonald′s: A Winner through Logistics. International Journal of Physical Distribution & Logistics Management, 20(3), 21-24. doi:10.1108/eum0000000000356McDonald’s Our Historyhttps://www.mcdonalds.com/us/en-us/about-us/our-history.htmlXing, Liu, Wang, Shen, & Zhu. (2019). Environmental Regulation, Environmental Commitment, Sustainability Exploration/Exploitation Innovation, and Firm Sustainable Development. Sustainability, 11(21), 6001. doi:10.3390/su11216001Deloitte Global Powers of Retailing 2018https://www2.deloitte.com/ni/es/pages/consumer-business/articles/global-powers-of-retailing-2018.htmlMercadonahttps://ssrn.com/abstract=1607757Balance Gran Consumo 2016https://www.kantarworldpanel.com/es/Noticias/El-Gran-Consumo-cae-en-2016#downloadThankyouCallejo, M. B.-, & Heredero, C. de P.-. (2019). Co-innovation at Mercadona: a radically different and unique innovation model in the retail sector. Journal of Business & Retail Management Research, 13(04). doi:10.24052/jbrmr/v13is04/art-30Calabrese, A., & Scoglio, F. (2012). Reframing the past: A new approach in service quality assessment. Total Quality Management & Business Excellence, 23(11-12), 1329-1343. doi:10.1080/14783363.2012.733259Mercadé-Melé, P., Molinillo-Jiménez, S., & Fernández-Moralesa, A. (2014). Influencia de las prácticas de responsabilidad social corporativa en la actitud del consumidor: análisis comparado de Mercadona, Carrefour y Eroski. European Journal Of Family Business, 4(1). doi:10.24310/ejfbejfb.v4i1.5040Siro acelera su desconexión de Mercadona con la venta de la planta de Navarréshttps://www.levante-emv.com/economia/2019/11/06/siro-acelera-desconexion-mercadona-venta/1941206.html?utm_medium=rssHarris, L. C., O’Malley, L., & Patterson, M. (2003). Professional Interaction: Exploring the Concept of Attraction. Marketing Theory, 3(1), 9-36. doi:10.1177/1470593103003001002Vitasek, K., & Manrodt, K. (2012). Vested outsourcing: a flexible framework for collaborative outsourcing. Strategic Outsourcing: An International Journal, 5(1), 4-14. doi:10.1108/17538291211221924Krause, D. R., Scannell, T. V., & Calantone, R. J. (2000). A Structural Analysis of the Effectiveness of Buying Firms’ Strategies to Improve Supplier Performance. Decision Sciences, 31(1), 33-55. doi:10.1111/j.1540-5915.2000.tb00923.xZimmer, K., Fröhling, M., & Schultmann, F. (2015). Sustainable supplier management – a review of models supporting sustainable supplier selection, monitoring and development. International Journal of Production Research, 54(5), 1412-1442. doi:10.1080/00207543.2015.1079340Wynstra, F., & Pierick, E. ten. (2000). Managing supplier involvement in new product development: a portfolio approach. European Journal of Purchasing & Supply Management, 6(1), 49-57. doi:10.1016/s0969-7012(99)00035-0Mercadona-Conservas Ubago: The Intersupplier Concepthttps://www.santelmo.org/mercadona-conservas-ubago-the-intersupplier-concept/4971Swinney, R., & Netessine, S. (2009). Long-Term Contracts Under the Threat of Supplier Default. Manufacturing & Service Operations Management, 11(1), 109-127. doi:10.1287/msom.1070.0199Zhu, W., & Wang, Z. (2018). The Collaborative Networks and Thematic Trends of Research on Purchasing and Supply Management for Environmental Sustainability: A Bibliometric Review. Sustainability, 10(5), 1510. doi:10.3390/su10051510Matsuo, H. (2015). Implications of the Tohoku earthquake for Toyota׳s coordination mechanism: Supply chain disruption of automotive semiconductors. International Journal of Production Economics, 161, 217-227. doi:10.1016/j.ijpe.2014.07.010PAGELL, M., & WU, Z. (2009). BUILDING A MORE COMPLETE THEORY OF SUSTAINABLE SUPPLY CHAIN MANAGEMENT USING CASE STUDIES OF 10 EXEMPLARS. Journal of Supply Chain Management, 45(2), 37-56. doi:10.1111/j.1745-493x.2009.03162.xStuart, I., McCutcheon, D., Handfield, R., McLachlin, R., & Samson, D. (2002). Effective case research in operations management: a process perspective. Journal of Operations Management, 20(5), 419-433. doi:10.1016/s0272-6963(02)00022-0Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532-550. doi:10.5465/amr.1989.4308385MAThread MAThreadhttps://mathread.com/Sabater, J. J. G., & Garcia, J. A. M. (2011). Can we still talk about continuous improvement? Rethinking enablers and inhibitors for successful implementation. International Journal of Technology Management, 55(1/2), 28. doi:10.1504/ijtm.2011.041678Paipa-Galeano, L., Bernal-Torres, C. A., Agudelo Otálora, L. M., Jarrah Nezhad, Y., & González-Blanco, H. A. (2020). Key lessons to maintain continuous improvement: A case study of four companies. Journal of Industrial Engineering and Management, 13(1), 195. doi:10.3926/jiem.297

Multicentric recurrent parotid pleomorphic adenoma in a child

Mixed tumours of the parotid gland are rare in childhood and recurrence of this tumour is infrequent. Some authors report a higher rate of recurrence with some histological subtypes, like hypocellular variant. Female sex and young age at initial treatment are also risk factor for recurrence. Also the first surgical treatment, tumour enucleation or parotidectomy, has been implicated as a cause for recurrence. We present a case of a multicentric doubly recurrent parotid pleomorphic adenoma, 7 and 14 years after tumour enucleation, in a 9-year-old child. All the nodules resected showed the hypocellular variant of pleomorphic adenoma. We consider the relationships between the choice of treatment, the histologic subtypes of pleomorphic adenomas and multifocal tumours and recurrence. In this case, we believe the recurrence was related to surgical enucleation previously performed and the hypocellular histological subtype. We conclude that tumour enucleation is a risk factor for recurrence and total parotidectomy is the treatment of choice for pleomorphic parotid adenoma also in childhood

Posterior Lingual Abscess; Report of Two Cases

The lingual abscess is rare due to several protective mechanisms against infection in this location. Concretely, the abscess in the base of the tongue (posterior lingual abscess) is even more exceptional. Its prompt detection is crucial to avoid potentially fatal airway complications. To familiarize physicians with this condition, we report 2 cases of posterior lingual abscess. Both were referred to our emergency department due to minor oropharyngeal complaints. Finally, both were diagnosed and required surgical drainage. The clinical evolution was successful: both were discharged in less than 72 hours and follow-up one week later confirmed clinical recover

Axonemal Symmetry Break, a New Ultrastructural Diagnostic Tool for Primary Ciliary Dyskinesia?

Diagnosis testing for primary ciliary dyskinesia (PCD) requires a combination of investigations that includes study of ciliary beat pattern by high-speed video-microscopy, genetic testing and assessment of the ciliary ultrastructure by transmission electron microscopy (TEM). Historically, TEM was considered to be the 'gold standard' for the diagnosis of PCD. However, with the advances in molecular genetic techniques, an increasing number of PCD variants show normal ultrastructure and cannot be diagnosed by TEM. During ultrastructural assessment of ciliary biopsies of patients with suspicion of PCD, we observed an axonemal defect not previously described that affects peripheral doublets tilting. To further characterize this defect of unknown significance, we studied the ciliary axonemes by TEM from both PCD-confirmed patients and patients with other sino-pulmonary diseases. We detected peripheral doublets tilting in all the PCD patients, without any significant difference in the distribution of ciliary beat pattern or mutated gene. This defect was also present in those patients with normal ultrastructure PCD subtypes. We believe that the performance of axonemal asymmetry analysis would be helpful to enhance diagnosis of PCD

Fallopian Canal Meningocele Causing Cerebrospinal Fluid Rhinorrhoea

Fallopian canal meningocele is an extremely rare cause of cerebrospinal fluid rhinorrhoea. Also, due to complex anatomical relations and a lack of experience, its management remains a challenge. Here we report a case focusing on its clinical course, radiological features, and management

Malignant fibrohistiocytoma of the parotid region : report of a case

Most salivary gland tumors are benign, malignant lesions accounting for 15-30% of the total. The most frequent site of salivary gland neoplasms is the parotid gland (80% of all cases). We present a case of malignant fibrohistiocytoma with atypical features due to its location (in the parotid region), size and rapid growth. Generally, this type of tumor arises in the lower limbs and in the abdomen. When located in the parotid gland, these lesions appear as a firm, slow growing and painless mass. Due to the low frequency of such lesions and their clinical behavior, the imaging study and fine-needle aspiration biopsy findings tend to diagnose them as pleomorphic adenoma. The definitive diagnosis requires microscopic study of the resection piece using immunohistochemical techniques. The treatment of choice is surgery, occasionally associated to radiotherapy. The success of treatment is dependent upon complete resection of the tumor - long term follow-up being necessary due to the risk of recurrence or distant metastasis