Severe Asthma Standard-of-Care Background Medication Reduction With Benralizumab: ANDHI in Practice Substudy

Background: The phase IIIb, randomized, parallel-group, placebo-controlled ANDHI double-blind (DB) study extended understanding of the efficacy of benralizumab for patients with severe eosinophilic asthma. Patients from ANDHI DB could join the 56-week ANDHI in Practice (IP) single-arm, open-label extension substudy. Objective: Assess potential for standard-of-care background medication reductions while maintaining asthma control with benralizumab. Methods: Following ANDHI DB completion, eligible adults were enrolled in ANDHI IP. After an 8-week run-in with benralizumab, there were 5 visits to potentially reduce background asthma medications for patients achieving and maintaining protocol-defined asthma control with benralizumab. Main outcome measures for non-oral corticosteroid (OCS)-dependent patients were the proportions with at least 1 background medication reduction (ie, lower inhaled corticosteroid dose, background medication discontinuation) and the number of adapted Global Initiative for Asthma (GINA) step reductions at end of treatment (EOT). Main outcomes for OCS-dependent patients were reductions in daily OCS dosage and proportion achieving OCS dosage of 5 mg or lower at EOT. Results: For non-OCS-dependent patients, 53.3% (n = 208 of 390) achieved at least 1 background medication reduction, increasing to 72.6% (n = 130 of 179) for patients who maintained protocol-defined asthma control at EOT. A total of 41.9% (n = 163 of 389) achieved at least 1 adapted GINA step reduction, increasing to 61.8% (n = 110 of 178) for patients with protocol-defined EOT asthma control. At ANDHI IP baseline, OCS dosages were 5 mg or lower for 40.4% (n = 40 of 99) of OCS-dependent patients. Of OCS-dependent patients, 50.5% (n = 50 of 99) eliminated OCS and 74.7% (n = 74 of 99) achieved dosages of 5 mg or lower at EOT. Conclusions: These findings demonstrate benralizumab's ability to improve asthma control, thereby allowing background medication reduction

Organizational Perceptions, Leadership, Performance and Organizational Citizenship Among Older Employees in Work Settings: Can They Interelate?

An in depth review of literature shows that there is a pressing need to holistically understand how and why the organizational leadership process affects organizational behavior in outcomes (e.g. job performance) differently, depending on various national culture settings. One approach may seek to unveil the moderation of cultural values on the relationship between preferred as well as exhibited styles of leadership and behavioral organizational outcomes. An alternative approach may explore how and why cultural values affect the relationship between the quality of leader - subordinate relationships (LMX) and behavioral organizational outcomes differently. Moreover, as we notice a constant growth of aged workers in the composition of the work force in the Western World, these approaches should be addressed in relation to older managers and workers. The present paper attempts to reconcile these diametrically opposed approaches by conceiving a theoretical model synthesizing organizational justice, organizational leadership styles, LMX and behavioral organizational outcomes (i.e., job performance, organizational citizenship) as moderated by organizational culture in different national values settings and in relation to older employees. By conceptualizing the interrelationships of the various concepts, the paper provides a coherent basis for further research in this field

Organizational Perceptions, Leadership, Performance and Organizational Citizenship Among Older Employees in Work Settings: Can They Interelate?

An in depth review of literature shows that there is a pressing need to holistically understand how and why the organizational leadership process affects organizational behavior in outcomes (e.g. job performance) differently, depending on various national culture settings. One approach may seek to unveil the moderation of cultural values on the relationship between preferred as well as exhibited styles of leadership and behavioral organizational outcomes. An alternative approach may explore how and why cultural values affect the relationship between the quality of leader - subordinate relationships (LMX) and behavioral organizational outcomes differently. Moreover, as we notice a constant growth of aged workers in the composition of the work force in the Western World, these approaches should be addressed in relation to older managers and workers. The present paper attempts to reconcile these diametrically opposed approaches by conceiving a theoretical model synthesizing organizational justice, organizational leadership styles, LMX and behavioral organizational outcomes (i.e., job performance, organizational citizenship) as moderated by organizational culture in different national values settings and in relation to older employees. By conceptualizing the interrelationships of the various concepts, the paper provides a coherent basis for further research in this field

Thyroidal uptake and radiation dose after repetitive I-131-MIBG treatments: Influence of potassium iodide for thyroid blocking.

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Technological culture and the active ageing

This chapter looks at the changes in technological culture through reflection on the author's personal journey and experience of technology from early manual methods through to increasing use of computers for photography, teaching, and learning. The implications of the multiplicity of changes and their impact on the active ageing are discussed along with the different types of reactions to changing technology. The chapter is very much designed to help new designers, as digital natives, realize the changes that the active ageing have lived through and how this needs to be taken into account with any textile-led designs for the active ageing. However, I also hope others, as either long-term active agers or like myself recently joining the active agers, can see how their journey mirrors or has had similar transitions, if in different workplaces or subject domains, to mine