Late-onset benefit in progressive advanced hepatocellular carcinoma with continued sorafenib therapy: a case report

<p>Abstract</p> <p>Introduction</p> <p>In the past, no effective systemic therapy has existed for patients with advanced hepatocellular carcinoma. Sorafenib, an oral multikinase inhibitor, has recently been shown to improve overall survival in patients with advanced hepatocellular carcinoma in two randomized, double-blinded, placebo-controlled trials. This drug has been approved as the first-line therapy for advanced hepatocellular carcinoma patients. We report an intriguing case of advanced hepatocellular carcinoma in which the patient achieved late- onset partial response by prolonged administration of sorafenib in spite of progressive disease.</p> <p>Case presentation</p> <p>A 54-year-old Japanese man was treated with sorafenib for multiple lung metastases after surgical resection for advanced hepatocellular carcinoma accompanied by vascular invasion of the left branch of the portal vein. Although the effective diagnosis was progressive disease, almost all sites began to reduce or disappear eight months after the diagnosis of progressive disease. A dramatic reduction in alpha-fetoprotein and des-gamma-carboxy prothrombin levels was observed. The patient finally achieved partial response and his status remains unchanged.</p> <p>Conclusions</p> <p>If tolerated, prolonged sorafenib treatment may be beneficial.</p

Values - reviewing the construct and drawing implications for values work in organisation and leadership. Kap. 2

I: H.Askeland, G. Espedal, B. Jelstad Løvaas & S. Sirris (Eds.), Understanding values work : Institutional perspectives in organizations and leadershipThis chapter outlines the trajectory of values, particularly within streams of organisational institutionalism, in order to analyse its application to values work in organisation and leadership. Conveying a frame for discussing values work, it aims at clarifying how to conceptualise the term values. Discussing classic and recent contributions, the chapter proposes seeing values as individual and collective conceptions of desirable trans-situational behaviours, objectives and ideals, serving to guide or valuate practice. Despite being an essential part of defining organisational institutionalism, and its sub-streams, values are seldom explicated. Utilising values in organisational and leadership research requires attention to their situatedness in contexts, and this chapter argues they are salient to organisations operating in pluralistic institutional environment. Studying values work, attention should be given to who and how such work is performed.publishedVersio

The Core Value Compass: visually evaluating the goodness of brands that do good

yesBrands that do good for the society as well as for themselves are motivated by the core values they espouse, which necessitates a better understanding of what qualities a true core value must possess. The inherent tension within brands that do good, between commercial interests to increase competitiveness, and societal interests that are closely linked to the brand’s authenticity, has largely been overlooked. Hence, we develop and demonstrate a relatively easy-to-apply visual tool for evaluating core values based on a set of ‘goodness’ criteria derived from extant theory. The Core Value Compass adopts a paradox-based, evolutionary perspective by incorporating the inherent tensions within true core values, and classifying them according to their temporal orientation. Thus, we contribute towards a better understanding of underlying tensions of core values and provide a practical tool that paves the way for improved, and indeed ethical, corporate branding strategies. Furthermore, we demonstrate the Compass’ application using the case of a public sector brand, which is a quintessential brand that does good. Therefore, we also contribute to the nascent theoretical discourse on public sector branding. This paper therefore adds to the notable attempts to bridge the gap between theory and practice in core values-based corporate branding