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New Paths (new + paths)
Selected AbstractsFinding New Paths to Family Scholarship: A Response to James White and Sheila MarshallJOURNAL OF MARRIAGE AND FAMILY, Issue 3 2001Katherine Allen No abstract is available for this article. [source] New paths to dramatically improve your planning and control processesJOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 3 2007Steve Player The Beyond Budgeting framework is a new approach for organizational planning and control. Depending on the people and the culture, an organization can take either a revolutionary or an evolutionary approach to implementation. Three common traits required by a move to continuous planning and adaptive controls are: (1) a degree of enlightened leadership that allows innovation; (2) commitment to change culture and behaviors as well as processes; and (3) utilization of fast, open information systems. The organizations taking these approaches are better prepared to create lean, ethical, and adaptive organizations. © 2007 Wiley Periodicals, Inc. [source] Youth, community belonging, planning and powerJOURNAL OF COMMUNITY & APPLIED SOCIAL PSYCHOLOGY, Issue 4 2007Caterina Arcidiacono Abstract In order to explain people's action in the community to which they feel they belong (Arcidiacono, 2006; Brodsky, 2006; De Piccoli & Tartaglia, 2006), this study investigates the power perception in relation to the local community, based on two studies of Neapolitan youths. Both research projects, one with 101 participants and the other with 600 participants, looked at youth community belonging, respectively focusing on problems connected to youth unemployment, on related resources (Arcidiacono, Sommantico, & Procentese, 2001), and finally on youth planning of future actions in the community (Arcidiacono, Di Napoli, & Sarnacchiaro, submitted). A reinterpretation of the categories emerging from these studies was carried out, by first adopting the grounded theory methodology and subsequently the Prilleltensky (in press) approach of a greater conceptualization within the power frame. The classification undertaken suggests that the perception of a lack of youth power is closely linked to their expectations for the local community. A lack of individual and social power, rage and hopelessness is the core evidence among our interviewees. Powerlessness firstly denies empowerment, thus it is as if young people distance themselves from the context. The assumption of this perspective opens new paths through which promoting empowerment processes. Copyright © 2007 John Wiley & Sons, Ltd. [source] Comparing Innovation Capability of Small and Medium-Sized Enterprises: Examining the Effects of Organizational Culture and EmpowermentJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2010Nigar Demircan Çakar This study analyzes the impact of organizational culture and empowerment on innovation capability, and examines the peculiarities of these effects. The study's hypotheses are tested by applying both individual and firm-level analyses to survey data collected from 743 employees from 93 small and medium-sized firms located in Turkey. For medium-sized enterprises on both the individual and firm level of analysis, results suggest that collectivism and uncertainty avoidance are positively associated with empowerment, whereas power distance is negatively related to empowerment. Assertiveness focus has no relations with empowerment and innovation capability, yet among cultural dimensions, only uncertainty avoidance is related to innovation capability. For small-sized enterprises, findings suggest that both power distance and uncertainty avoidance are linked to both empowerment and innovation capability on the individual level, whereas two new paths between collectivism and innovation capability and between assertiveness focus and empowerment are found on the firm level. Also, empowerment is found to be positively related to innovation capability for both small and medium-sized enterprises (SMEs) on both the individual and firm level. In terms of managerial practice, our study helps clarify the key role played by cultural dimensions in the process of shaping an empowering and innovative work environment. Findings also reveal that managers should focus on participative managerial practices (e.g., empowerment) to promote innovation capability of SMEs. [source] Intracellular Uptake and Photodynamic Activity of Water-Soluble [60]- and [70]Fullerenes Incorporated in LiposomesCHEMISTRY - A EUROPEAN JOURNAL, Issue 29 2008Yuki Doi Abstract Water-soluble fullerenes have attracted attention as promising compounds that have been used to forge new paths in the field of photo-biochemistry. To prepare water-soluble fullerenes, we employed lipid-membrane-incorporated fullerenes (LMICx; x=60 or 70) by using the fullerene exchange method from a ,-cyclodextrin (,-CD) cavity to vesicles. LMIC60 have low toxicity in the dark and engender cell death by photoirradiation (,>350,nm). Furthermore, the photodynamic activity of LMIC70 is 4.7-fold that of LMIC60 for the same photon flux (,>400,nm). One of the reasons for the higher phototoxicity of LMIC70 is the higher generation of singlet oxygen (1O2) in LMIC70 than in LMIC60. The difference between LMIC60 and LMIC70 is considered to be simply derived from the amount of light absorption in the 400,700,nm region that is suitable for photodynamic therapy (PDT). To the best of our knowledge, this is the first case in which biological activity of C70 and its derivatives toward HeLa cells has been assayed. [source] | ||||||||||