The Impact of COVID-19 on Racial and Ethnic Disparities in Cardiac Procedural Care

ObjectiveThe primary objective of this study was to evaluate whether the COVID-19 pandemic altered the racial and ethnic composition of patients receiving cardiac procedural care.DesignThis was a retrospective observational study.SettingThis study was conducted at a single tertiary-care university hospital.ParticipantsA total of 1,704 adult patients undergoing transcatheter aortic valve replacement (TAVR) (n = 413), coronary artery bypass grafting (CABG) (n = 506), or atrial fibrillation (AF) ablation (n = 785) from March 2019 through March 2022 were included in this study.InterventionsNo interventions were performed as this was a retrospective observational study.Measurements and main resultsPatients were grouped based on the date of their procedure: pre-COVID (March 2019 to February 2020), COVID Year 1 (March 2020 to February 2021), and COVID Year 2 (March 2021 to March 2022). Population-adjusted procedural incidence rates during each period were examined and stratified based on race and ethnicity. The procedural incidence rate was higher for White patients versus Black, and non-Hispanic patients versus Hispanic patients for every procedure and every period. For TAVR, the difference in procedural rates between White patients versus Black patients decreased between the pre-COVID and COVID Year 1 (12.05-6.34 per 1,000,000 persons). For CABG, the difference in procedural rates between White patients versus Black, and non-Hispanic patients versus Hispanic patients did not change significantly. For AF ablations, the difference in procedural rates between White patients versus Black patients increased over time (13.06 to 21.55 to 29.64 per 1,000,000 persons in the pre-COVID, COVID Year 1, and COVID Year 2, respectively).ConclusionRacial and ethnic disparities in access to cardiac procedural care were present throughout all study time periods at the authors' institution. Their findings reinforce the continuing need for initiatives to reduce racial and ethnic disparities in healthcare. Further studies are needed to fully elucidate the effects of the COVID-19 pandemic on healthcare access and delivery

Management development and firm performance in Germany, Norway, Spain and the UK

While comparative studies of human resource management (HRM) are relatively plentiful, few have examined the way organisations in different countries train and develop their managers, or the impact of this upon firm performance. Given the centrality of management capability for corporate and national competitive performance, this represents an important area of enquiry. Utilising telephone interview data from the human resource development manager and a line manager in 482 domestic and multinational organisations in four European countries, patterns of management development (MD) are found to differ according to country and, to a lesser extent, by international strategy. However, a significantly greater amount of organisational performance is explained by internal MD strategies adopted by the organisations concerned and the credence accorded these by line managers. Journal of International Business Studies (2008) 39, 1327–1342. doi:10.1057/palgrave.jibs.8400405

Academia, Aristotle, and the Public Sphere – Stewardship Challenges to Schools of Business

In this paper we suggest that the ethical duties of business schools can be understood as representing stewardship in the Aristotelian tradition. In Introduction section we briefly explain the nature of ethical stewardship as a moral guideline for organizations in examining their duties to society. Ethical Stewardship section presents six ethical duties of business schools that are owed to four distinct stakeholders, and includes examples of each of those duties. Utilizing this Framework section identifies how this framework of duties can be used in the process of self-examination and transformation within business schools. Why It Matters section concludes by explaining why the process of examining ethical duties at business schools is vitally important for both business schools and the larger communities that they serve. © 2007 Springer Science+Business Media B.V

Global Transfer and Indian Management A Historical Hybridity Perspective

<p>The goal of this paper is to contribute to a better understanding of Indian management and to challenge more generally ahistorical and essentialist notions of indigenous management perspectives.</p><p>Drawing selectively on postcolonial theory, we suggest that a historical hybridity perspective serves as a crucial heuristic device to understand the nature of Indian management and its globalization related transition.</p><p>Discussing the example of the local mismatch and transfer outcome related to a global transfer initiative in a German subsidiary in India, we illustrate the analytical value of a historical hybridity perspective.</p><p>Our paper concludes that the postcolonial notions of 'hybridity' or 'inbetweenness', are crucial to understand the nature of management in India and in emerging markets more generally as they move us beyond reductionist Eastern vs. Western or indigenous vs. global dichotomies.</p>