Update on the third international stroke trial (IST-3) of thrombolysis for acute ischaemic stroke and baseline features of the 3035 patients recruited

Intravenous recombinant tissue plasminogen activator (rtPA) is approved in Europe for use in patients with acute ischaemic stroke who meet strictly defined criteria. IST-3 sought to improve the external validity and precision of the estimates of the overall treatment effects (efficacy and safety) of rtPA in acute ischaemic stroke, and to determine whether a wider range of patients might benefit

Enabling the freight traffic controller for collaborative multi-drop urban logistics: practical and theoretical challenges

There is increasing interest in how horizontal collaboration between parcel carriers might help alleviate problems associated with last-mile logistics in congested urban centers. Through a detailed review of the literature on parcel logistics pertaining to collaboration, along with practical insights from carriers operating in the United Kingdom, this paper examines the challenges that will be faced in optimizing multicarrier, multidrop collection, and delivery schedules. A “freight traffic controller” (FTC) concept is proposed. The FTC would be a trusted third party, assigned to equitably manage the work allocation between collaborating carriers and the passage of vehicles over the last mile when joint benefits to the parties could be achieved. Creating this FTC concept required a combinatorial optimization approach for evaluation of the many combinations of hub locations, network configuration, and routing options for vehicle or walking to find the true value of each potential collaboration. At the same time, the traffic, social, and environmental impacts of these activities had to be considered. Cooperative game theory is a way to investigate the formation of collaborations (or coalitions), and the analysis used in this study identified a significant shortfall in current applications of this theory to last-mile parcel logistics. Application of theory to urban freight logistics has, thus far, failed to account for critical concerns including (a) the mismatch of vehicle parking locations relative to actual delivery addresses; (b) the combination of deliveries with collections, requests for the latter often being received in real time during the round; and (c) the variability in travel times and route options attributable to traffic and road network conditions

Does corporate reputation matter? Role of social media in consumer intention to purchase innovative food product

The exponential growth of the corporate reputation in food industry has resulted in innovations in every link of its supply chain. There have been studies that have characterized innovation in various industries from the perspective of technology, but far fewer in the area of corporate reputation, consumer perception, and intention towards innovations in food products. This research analyses the innovations in the food industry from the perspective of the consumer and provides a conceptual framework of food innovation stages. The study also investigates the relationship between corporate reputation and intention towards food innovation along with the other components of TPB model with an extension of social media engagement. The results from India and US samples confirm that social media engagement have a significant role to play in creating intention to purchase innovative food products. The study compares the US and Indian samples and identifies differences in subjective norms and perceived behavioural control

Building Innovative Capabilities in SME’s through Virtual Knowledge Networks

Small and medium enterprises (SMEs) are constantly confronting formidable and competitive challenges. In their midst, to stay abreast of larger firms or international markets, a small number is still able to insulate themselves fromthe pervasive effects of competition, technology advancement and dynamic environments. These SMEs have to be flexible and adaptive, which necessitates technical skills, knowledge and capacity to survive as viable entrepreneurial organisations. Many SMEs face difficulties in responding to such challenges because they lack the absorptive capacity or capabilities in the organisation. This study focuses on how virtual or knowledge networks can build innovative capabilities in SMEs and investigates the absorptive capacity evident to facilitate capability development through a mentoring program. The data collected involved a series of interviews and workshops with firms, mentors and local and state government representatives

Building innovation capabilities in SMEs through virtual and knowledge networks

Small and medium enterprises (SMEs) are constantly confronting formidable and competitive challenges. In their midst, to stay abreast of larger firms or international markets, a small number is still able to insulate themselves fromthe pervasive effects of competition, technology advancement and dynamic environments. These SMEs have to be flexible and adaptive, which necessitates technical skills, knowledge and capacity to survive as viable entrepreneurial organisations. Many SMEs face difficulties in responding to such challenges because they lack the absorptive capacity or capabilities in the organisation. This study focuses on how virtual or knowledge networks can build innovative capabilities in SMEs and investigates the absorptive capacity evident to facilitate capability development through a mentoring program. The data collected involved a series of interviews and workshops with firms, mentors and local and state government representatives

Explorers, exploiters and hybrids : do culture and the environment make any difference?

Some players generate new and novel ideas and concepts while other players exploit existing ideas and extend product lines rather than explore the possibilities of entirely new products that are radically different. March (1991) argues that firms can have both an exploitative as well as an exploratory capacity. The decision to engage in exploitation and exploration is the outcome of strategic choices. Explorative trajectories are needed when old complementary assets are no longer sufficient to maintain a leadership position and little can be gained by exploit existing knowledge and skills. The interplay of exploitation and exploration takes place both within and between businesses. Firms that scan outside their normal supply chain networks are more likely to be exploring for innovations than firms who are attempting to exploit existing opportunities and ideas. This paper examines how the business environment influences the exploration and exploitation activities of firms involved in NPD and investigates the influence of market volatility and culture on the exploration and exploitation initiatives of NPD activities. The paper uses data from an international survey of NPD involving researchers in Europe and Australia. Initial statistical analysis indicates that regardless of the nature of the uncertainty in the market, most firms will use both exploratory and exploitative trajectories rather than focus on one. While it has been argued that firms will struggle to balance the dualism inherent in exploiting and exploring, it appears from the data in this study that many firms are achieving sufficient balance to survive. The study makes significant theoretical contributions to the literature through extending the concepts of exploitative and exploratory capacities in new product development

The link between NPD activities and market volatility : an empirical study

New products are unquestionably imperative for business sustainability and success. Firms need to maintain their competitive advantage, and a major determinant of sustaining competitive advantage is the ability of the firm to develop and launch successful new products. There are highly volatile market situations where changes are so rapid and dynamic, which poses many challenges for new product development (NPD) activities. Creating a new product is important, but getting new products to market forms the underpinning motivation of firms which compete in dynamic and volatile markets. This paper investigates the links between NPD activities and market volatility. The nature of the marketplace is an important determinant of how a business positions its NPD activities. In stable markets there is little need for change while in dynamic and turbulent markets with high levels of volatility businesses are under constant pressure to innovate products to address the dynamism of the market demand. The findings indicate that market volatility influences the product volume but not product mix. In terms of NPD strategy the level of volatility in the market has a minor effect on NPD goals but would appear to have little effect on the overall strategy. NPD trajectories are not easily altered and our results confirm this as volatility in the market has no effect on the direction and nature of NPD activities and little effect on NPD process activities with the exception of idea generation in some environments