Early onset lung cancer, cigarette smoking and the SNP309 of the murine double minute-2 (MDM2) gene

The polymorphism SNP309 (rs2279744) in the promoter region of the MDM2 gene has been shown to alter protein expression and may play a role in the susceptibility to lung cancer. The MDM2 protein is a key inhibitor of p53 and several mechanisms of MDM2/p53 interactions are presently known: modulating DNA-repair, cell-cycle control, cell growth and apoptosis

Optimal Distinctiveness

Optimal distinctiveness research is a rapidly growing area of scholarship that integrates key theoretical insights from strategic management and institutional theory. Strategic management research highlights differentiation as a key driver of competitive advantage and superior performance, while institutional theory emphasizes conformity as a central driver of organizational legitimacy and resource acquisition. Optimal distinctiveness research synthesizes these two perspectives and explores the tension that arises from conflicting pressures for differentiation (distinctiveness) and conformity (similarity). This emerging body of research departs from traditional positioning research in strategic management—which primarily explored corporations’ strategic positions within mature industries—by attending to a variety of competitive settings (e.g., newly emerging market categories, online marketplaces), forms of differentiation (e.g., based on product features, narratives, or category affiliations), levels of analysis (e.g., business level, product level), and performance outcomes (e.g., customer demand, resource acquisition, audience evaluations). By advancing understanding about a broad array of phenomena, optimal distinctiveness research has profound implications for strategic management, entrepreneurship, and organization studies.A central concern in this rapidly growing body of research is to understand how positions on the continuum between similarity and distinctiveness affect performance outcomes. Early optimal distinctiveness research showed that organizations often benefit from positioning themselves near the middle of this continuum, where the relationship between their distinctiveness and performance resembles an inverted U-shape. Over time, however, scholars spotlighted various contingencies that shape the distinctiveness–performance relationship, pointing to important boundary conditions under which organizations derive the most desirable (i.e., optimal) outcomes through low or high levels of distinctiveness. Extant research also shows that organizations can strategically alleviate the tension between differentiation and conformity by, for instance, buffering legitimacy in alternative ways or by differentiating on dimensions that do not impose any related conformity pressures. Scholarship further explores the sources of heterogeneity in organizations’ distinctiveness, including the conditions and strategic considerations that lead organizations to pursue distinctiveness. Toward this aim, extant research particularly emphasizes organizations’ strategic efforts to attain optimal distinctiveness through storytelling and other symbolic forms of differentiation and conformity. Collectively, these explorations help to understand why, when, and how organizations pursue distinctiveness and how distinctiveness shapes varied performance outcomes

Using QCA and System Dynamics for Theory-driven Business Model Research

The business model has evolved as an important concept in strategic management. While recent years have seen substantial progress in the business model’s conceptual development, empirical progress remains limited. I argue that this limited progress might be due to a mismatch between the business model’s characteristics and the methods applied to study it. This essay introduces two methods—qualitative comparative analysis and system dynamics simulation—that share key characteristics with the business model concept. The essay introduces these methods and discusses five directions for applying them in business model research. In doing so, I hope to contribute to a stronger harmonization of conceptual and empirical business model research. </jats:p