The influence of eyestalk ablation on the regulation Of haemolymph sodium concentration in the prawn Penaeus indicus H. Milne Edwards

Removal of the eyestalks of the prawn Penaeiis indiciis resulted in an increase in the haemolymph-sodium level. This increase was more evident in bilaterally ablated animals. Injection of eyestalk extract into destalked animals helped them to restore the level almost similar to that of normal animals

Chloride ion regulation in an eyestalk-ablated Prawn Penaeus indicus H. Milne Edwards

The removal of ihje \ eyestalks caused a substantial increase in the haemolymph- cihloride level in batches of prawns, Penaeus indicus, kept in laboratory and, when the eyestalk exitract was injected into them, the chloride level decreased again and reverted back | tp normal. The findings are deemed as a pointer to the possible role of eyestalk endocrines in ionic regulation

DETC2010-28370 DISPLACEMENT AND BLOCKING FORCE PERFORMANCE OF PIEZOELECTRIC T-BEAM ACTUATORS

ABSTRACT In this paper, we present the experimental validation of the detailed models developed for the flexural motion of piezoelectric T-beam actuators. With a T-shaped cross-section, and bottom and top flange and web electrodes, a cantilevered beam can bend in both in-plane and out-of-plane directions upon actuation. Analytical models predict the tip displacement and blocking force in both directions. Mechanical dicing and flange electrode deposition was used to fabricate six meso-scale T-beam prototypes. The T-beams were experimentally tested for in-plane and out-of-plane displacements, and out-of-plane blocking force. The analytical models closely predict the T-beam displacement and blocking force performance. A nondimensional analytical model predict that all T-beam designs for both in-plane and outof-plane actuation, regardless of scale, have nondimensional displacement and blocking force equal to nondimensional voltage. The results from experiments are favorably compared with this theoretical prediction

Harnessing difference: a capability-based framework for stakeholder engagement in environmental innovation

Innovation for environmental sustainability requires firms to engage with external stakeholders to access expertise, solve complex problems, and gain social legitimacy. In this open innovation context, stakeholder engagement is construed as a dynamic capability that can harness differences between external stakeholders to augment their respective resource bases. An integrative systematic review of evidence from 88 scientific articles finds that engaging stakeholders in environmental innovation requires three distinct levels of capability: specific operational capabilities; first-order dynamic capabilities to manage the engagement (engagement management capabilities); and second-order dynamic capabilities to make use of contrasting ways of seeing the world to reframe problems, combine competencies in new ways, and co-create innovative solutions (value framing), and to learn from stakeholder engagement activities (systematized learning). These findings enhance understanding of how firms can effectively incorporate stakeholder perspectives for environmental innovation, and provide an organizing framework for further research into open innovation and co-creation more broadly. Wider contributions to the dynamic capabilities literature are to (i) offer a departure point for further research into the relationship between first-order and second-order dynamic capabilities, (ii) suggest that institutional theory can help explain the dynamic capability of value framing, (iii) build on evidence that inter-institutional learning is contingent on not only the similarity but also the differences between organizational value frames, and (iv) suggest that operating capabilities impact the effectiveness of dynamic capabilities, rather than only the other way around, as is usually assumed. A methodological contribution is made through the application of quality assessment criteria scores and intercoder reliability statistics to the selection of articles included in the systematic review

Harnessing difference: a capability-based framework for stakeholder engagement in environmental innovation

Innovation for environmental sustainability requires firms to engage with external stakeholders to access expertise, solve complex problems, and gain social legitimacy. In this open innovation context, stakeholder engagement is construed as a dynamic capability that can harness differences between external stakeholders to augment their respective resource bases. An integrative systematic review of evidence from 88 scientific articles finds that engaging stakeholders in environmental innovation requires three distinct levels of capability: specific operational capabilities; first-order dynamic capabilities to manage the engagement (engagement management capabilities); and second-order dynamic capabilities to make use of contrasting ways of seeing the world to reframe problems, combine competencies in new ways, and co-create innovative solutions (value framing), and to learn from stakeholder engagement activities (systematized learning). These findings enhance understanding of how firms can effectively incorporate stakeholder perspectives for environmental innovation, and provide an organizing framework for further research into open innovation and co-creation more broadly. Wider contributions to the dynamic capabilities literature are to (i) offer a departure point for further research into the relationship between first-order and second-order dynamic capabilities, (ii) suggest that institutional theory can help explain the dynamic capability of value framing, (iii) build on evidence that inter-institutional learning is contingent on not only the similarity but also the differences between organizational value frames, and (iv) suggest that operating capabilities impact the effectiveness of dynamic capabilities, rather than only the other way around, as is usually assumed. A methodological contribution is made through the application of quality assessment criteria scores and intercoder reliability statistics to the selection of articles included in the systematic review

Big Data and Performance: What Can Management Research Tell Us?

The special issue focuses on the theory and evidence linking the use of Big Data related technologies by businesses with their performance. Here we connect the papers accepted for the special issue to the overarching theme of Big Data as an emerging concept within the business management literature. We present two prominent case studies examining the use big data technologies on performance and strategy, followed by a discussion on how themes around Big Data may be examined from a theoretical perspective. Finally, based on a synthesis of papers in the current issue, we discuss the emerging issues and trends within the academic literature, relevant for future research

Leveraging Big Data Analytics to Improve Quality of Care in Healthcare Organizations:A Configurational Perspective

Big data analytics (BDA) is beneficial for organizations, yet implementing BDA to leverage profitability is fundamental challenge confronting practitioners. Although prior research has explored the impact that BDA has on business growth, there is a lack of research that explains the full complexity of BDA implementations. Examination of how and under what conditions BDA achieves organizational performance from a holistic perspective is absent from the existing literature. Extending the theoretical perspective from the traditional views (e.g. resource-based theory) to configuration theory, the authors have developed a conceptual model of BDA success that aims to investigate how BDA capabilities interact with complementary organizational resources and organizational capabilities in multiple configuration solutions leading to higher quality of care in healthcare organizations. To test this model, the authors use fuzzy-set qualitative comparative analysis to analyse multi-source data acquired from a survey and databases maintained by the Centres for Medicare & Medicaid Services. The findings suggest that BDA, when given alone, is not sufficient in achieving the outcome, but is a synergy effect in which BDA capabilities and analytical personnel's skills together with organizational resources and capabilities as supportive role can improve average excess readmission rates and patient satisfaction in healthcare organizations