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Practical Insights (practical + insight)
Selected AbstractsLiraglutide: can it make a difference in the treatment of type 2 diabetes?INTERNATIONAL JOURNAL OF CLINICAL PRACTICE, Issue 2010J. Unger Summary Despite advances in the management of type 2 diabetes, glycaemic control remains suboptimal for many patients because of the complexities of disease progression and the need to balance improved glycaemic control against adverse treatment effects, particularly weight gain and hypoglycaemia. Thus, the development of new antidiabetes therapies continues in earnest. Incretin hormones have been the recent focus of research, as they account for up to 70% of the insulin response following a meal. There is also a high concordance between the physiological actions of one hormone, glucagon-like peptide-1 (GLP-1), and the therapeutic needs of patients. As native human GLP-1 has a half life of only approximately 2 min, researchers have developed molecules that act as GLP-1 receptor agonists or inhibit the enzyme responsible for GLP-1 degradation (dipeptidyl peptidase-4). Liraglutide, a human GLP-1 analogue sharing 97% of its amino acid sequence identity with native GLP-1, has been approved for use as monotherapy (not in Europe) and in combination with selected oral agents. In this supplement, we summarise key liraglutide data, offer practical insight into what we might expect of liraglutide in clinical use and examine selected case studies. For reasons of the safety and efficacy of GLP-1 receptor agonists, many thought leaders believe that these will become background therapy for majority of patients in the coming years. This supplement will serve as a resource from which readers can extract information concerning the potential benefits for patients who are overweight, losing pancreatic beta-cell function and drifting towards the ravaging effects of chronic hyperglycaemia. [source] Product Technology Transfer in the Upstream Supply ChainTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2003Mohan V. Tatikonda This article addresses the transfer of new product technologies from outside the firm for integration into a new product system as part of a product development effort. Product technology transfer is a key activity in the complex process of new product development and is the fundamental link in the technology supply chain. Product technology transfer too often is dealt with in an ad-hoc fashion. Purposeful management of the product technology transfer process leads to more effective transfers in terms of timeliness, cost, functional performance, and competence building. Better management of product technology transfer gives firms access to a greater variety of new technology options, improves a firm's ability to offer significantly differentiated products, deepens the firm's competitive competencies, and positively influences sustained product development success. The central objective of this article is to gain insight into product technology transfer so that companies can manage this process more successfully and so that researchers can investigate this critical activity further. This article describes the technology supply chain as a unique form of a supply chain that poses a set of managerial challenges and requirements distinguishing it from the more traditional component supply chain. Because a single product technology transfer project is the fundamental piece in the technology supply chain, understanding this piece well is key to leveraging the extended technology supply chain and to improving overall product development performance. This article integrates literatures on new product development, supply chain management, and technology management and builds on organizational theory to present a conceptual model of determinants of product technology transfer success. The core proposition is that product technology transfer effectiveness is greatest when companies carefully match (or "fit") the type of technology to be transferred (the "technology uncertainty") with the type of relationship between the technology supplier and recipient (the "interorganizational interaction"). A quite detailed framework characterizing technology uncertainty along the dimensions of technology novelty, complexity, and tacitness is presented to help in assessing the challenges associated with transferring a particular product technology. This article also considers detailed elements characterizing the interorganizational interactions between the technology source and recipient firms. This helps firms consider the appropriate means to facilitate the interfirm process of technology transfer. Overall, this article provides practical insight into characterizing technologies and into improving the product technology transfer process. This article also provides a strong theoretical foundation to aid future research on product technology transfer in the technology supply chain. [source] Individual job-choice decisions and the impact of job attributes and recruitment practices: A longitudinal field studyHUMAN RESOURCE MANAGEMENT, Issue 1 2003Wendy R. Boswell The present research is intended to contribute to the understanding of how job-choice decisions are made and the role of effective and ineffective recruiting practices in that process. The issues are examined by tracking job seekers through the job search and choice process. At multiple points in the process, structured interviews are used to elicit information from the job seekers pertaining to how they are making their decision and what factors play a role. Results provide theoretical and practical insights into the organizational and job attributes important to job choice, as well as how specific recruiting practices may exert a significant influence, positive or negative, on job-choice decisions. For example, our findings reinforced the importance of providing job seekers the opportunity to meet with multiple (and high-level) organizational constituents, impressive site-visit arrangements, and frequent and prompt follow-up. Also, imposing a deadline (i.e., "exploding offer") showed little effect on job-choice decisions. Recommendations for recruitment practice and continued research are provided. © 2003 Wiley Periodicals, Inc. [source] Understanding consumers' perspectives on food labelling in IndiaINTERNATIONAL JOURNAL OF CONSUMER STUDIES, Issue 6 2009Jabir Ali Abstract This study aims at identifying the factors influencing consumers' perception on food labelling and its impact on food purchase decision making, through personal interviews of 631 respondents using a structured questionnaire. To analyse the consumers' perceptions on food labelling, factor analysis has been carried out to identify the underlying dimensions among a set of food labelling attributes using the principal component analysis. Based on factor analysis, four sets of components/factors have emerged, that is, (i) serving method; (ii) quality and nutrition; (iii) production and storage; and (iv) product identification, which explain 66.271% of the variance. Logit regression analysis indicates that among the socio-demographic indicators, the estimated coefficients for gender, education, income and location of residence are statistically significant. Similarly, information on quality and nutrition, production and storage processes, and basic information of the product is found to be significant, implying that these factors are more likely to influence the use of food labels in making informed purchase decisions by the consumers. The findings of the study give practical insights on food labelling issues for the food processors and policy makers. [source] The development of the resource-based view of the firm: A critical appraisalINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2009Andy Lockett Over the last 20 years, the resource-based view (RBV) has reached a pre-eminent position among theories in the field of strategy, but debate continues as to its precise nature. This paper contributes to the debate by critically reviewing the development of the RBV to date. The critical appraisal examines the development of the RBV in terms of theory, method, empirical evidence and practical insights. It is contended that the permeable and eclectic nature of the RBV stems from its being a theory about what firms are and how they function, and that its popularity is due to an absence of limiting behavioural assumptions. Finally, the authors provide their own subjective views on where they think RBV scholars should focus their efforts in the future. [source] Global Innovation in MNCs: The Effects of Subsidiary Self-Determination and Teamwork,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2007Ram Mudambi The ability of multinational corporations (MNCs) to leverage their innovation competencies across globally dispersed subsidiaries is an increasingly valuable source of competitive advantage. As multinational enterprises turn to foreign subsidiaries for research and development (R&D) and product development, questions arise regarding the most effective organizational structures for global innovation. Although organizational conditions that satisfy the needs for self-determination and teamwork have long been considered intrinsic motivators, past research has not analyzed the consequences of intrinsic motivators on global innovation. The basic research question is this: In globally dispersed subsidiary R&D units, what organizational conditions and motivators are associated with the highest knowledge output? A sample of 275 globally dispersed R&D subsidiaries were studied from 1995 to 2002. Data were collected from a postal survey, field and telephone interviews, and secondary sources. Subsidiary self-determination and teamwork were found to have a significant effect on knowledge output, as objectively measured by patent citations. Subsidiary self-determination on inputs such as sourcing and hiring, and self-determination on outputs such as marketing and product development, emerged as positive determinants of knowledge generation in R&D subsidiaries. In addition, interteam cooperation and intrateam cooperation were significant determinants of knowledge generation by subsidiaries. These findings highlight the importance of self-determination, teamwork, and cooperation to knowledge creation and innovations. Managers face the tough challenge of how to motivate globally dispersed knowledge workers to conduct research that will generate knowledge and will strengthen firm performance. The results provide theoretical and practical insights on how MNCs can leverage their innovation competencies across foreign R&D subsidiaries. [source] | ||||||||||