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Organization Members (organization + member)
Selected AbstractsThe Agreement on Trade-Related Aspects of Intellectual Property Rights Flexibilities on Intellectual Property Enforcement: The World Trade Organization Panel Interpretation of China-Intellectual Property Enforcement of Criminal Measures and Its ImplicationsTHE JOURNAL OF WORLD INTELLECTUAL PROPERTY, Issue 5 2010Xuan Li Criminal procedure is one of the three major points in the China-Intellectual Property (IP) case brought about by the United States. A number of experts believed that United States failed on this point because of lack of sufficient evidence. However, the author is of the view that the Agreement on Trade-Related Aspects of Intellectual Property Rights (TRIPS) text-based interpretation of IP enforcement flexibility served as the core of the panel decision. This article starts with the criminal thresholds of China's criminal laws, and focuses on analysing the interpretation by the panel on the scope of responsibility and its limitations as enshrined in article 61, which led to the conclusion that the essence of the dispute is how to interpret and determine "IP enforcement flexibility". On this basis, the article expounds the concept and content of the "IP enforcement flexibility" and highlights the implications of this concept on current international TRIPS-plus initiatives. Some implications are given on how the World Trade Organization members can take advantage of the enforcement flexibility to serve the needs of innovation and development in their own countries. [source] Nursing Home Characteristics and Potentially Preventable Hospitalizations of Long-Stay ResidentsJOURNAL OF AMERICAN GERIATRICS SOCIETY, Issue 10 2004Orna Intrator PhD Objectives: To examine the association between having a nurse practitioner/physician assistant (NP/PA) on staff, other nursing home (NH) characteristics, and the rate of potentially preventable/avoidable hospitalizations of long-stay residents, as defined using a list of ambulatory care,sensitive (ACS) diagnoses. Design: Cross-sectional prospective study using Minimum Data Set (MDS) assessments, Centers for Medicare and Medicaid Services inpatient claims and eligibility records, On-line Survey Certification Automated Records, (OSCAR) and Area Resource File (ARP). Setting: Freestanding urban NHs in Maine, Kansas, New York, and South Dakota. Participants: Residents of 663 facilities with a quarterly or annual MDS assessment in the 2nd quarter of 1997, who had a prior MDS assessment at least 160 days before, and who were not health maintenance organization members throughout 1997 (N=54,631). Measurements: A 180-day multinomial outcome was defined as having any hospitalization with primary ACS diagnosis, otherwise having been hospitalized, otherwise died, and otherwise remained in the facility. Results: Multilevel models show that facilities with NP/PAs were associated with lower hospitalization rates for ACS conditions (adjusted odds ratio (AOR)=0.83), but not with other hospitalizations. Facilities with more physicians were associated with higher ACS hospitalizations (ACS, AOR=1.14, and non-ACS, AOR=1.10). Facilities providing intravenous therapy, and those that operate a nurses' aide training program were associated with fewer hospitalizations of both types. Conclusion: Employment of NP/PAs in NHs, the provision of intravenous therapy, and the operation of certified nurse assistant training programs appear to reduce ACS hospitalizations, and may be feasible cost-saving policy interventions. [source] A Methodology for Assessing Organizational Core Values*JOURNAL OF MANAGEMENT STUDIES, Issue 2 2006Johan Van Rekom abstract The goal of this study is to offer a methodology for empirically assessing the core values of an organization. It uses means,end analysis in order to determine those values that organization members manifest in their daily behaviour, and which are not just espoused ,truisms'. The method is based on the sense members of an organization make of what they do. Sensemaking follows a means,end pattern, through which individual actions converge into central values. The values most central in this means,end structure are the core values that effectively motivate organization members in their job. Our method works in two steps: first, exploratory interviews using the laddering-technique establish the values potentially most central to the organization; then, a follow-up survey assesses the complete pattern of means,end relations among the potential values. Validity tests show that the most central values derived from this survey data are the most important to organization members. These values are also the most stable over time. We make a comparison of this method with traditional value surveys and we discuss its implications for the study of organizational behaviour. [source] Enactment, Sensemaking and Decision Making: Redesign Processes in the 1976 Reorganization of US IntelligenceJOURNAL OF MANAGEMENT STUDIES, Issue 2 2000James Douglas Orton Weick's theories of organizing and sensemaking help enrich the assumptions in the organization design school. This study builds on Weick's theories of sensemaking to illustrate how three fundamental organization design assumptions , dominant variables, causal laws and executive dictates , were found to be restrictive in the explanation of redesign processes in the 1976 reorganization of the US intelligence community. The assumption of dominant variables was challenged by the appearance of a multitude of events, or enactments, which were selected by organization members for further attention. The assumption of causal laws was challenged by the appearance of individual-level cause maps which were filtered, through sensemaking processes, into organization-level workable realities. The assumption of executive dictates was challenged by the appearance of attempts to punctuate redesign processes as organizational decisions. The study suggests value in moving from simple organization design assumptions to more reliable findings drawn from detailed observations of redesign processes. [source] Managing anger for teamwork in Hong Kong: goal interdependence and open,mindednessASIAN JOURNAL OF SOCIAL PSYCHOLOGY, Issue 2 2002Dean Tjosvold Anger is part of working in a team, as is dealing with its frustrations and conflicts. The cooperative,competitive approach to conflict suggests that how open,mindedly the anger incident is discussed impacts on its dynamics and outcomes. Results from critical incident interviews of organization members in Hong Kong clarify how team members can manage their anger. Structural equation and other analyses suggest that open,minded discussion of the anger,inducing incident promotes productivity and strengthens relationships; thereby developing commitment and a belief that team members are resourceful. These constructive dynamics and outcomes were found to occur when team members had co,operative but not competitive nor independent goals. Results were interpreted as suggesting that even in a society where collectivist and conflict,negative values are influential, anger can be managed constructively through an open,minded discussion of the incident. [source] Conceptualizing Corporate Entrepreneurship StrategyENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2009R. Duane Ireland Our knowledge of corporate entrepreneurship (CE) continues to expand. However, this knowledge remains quite fragmented and non-cumulative. Herein, we conceptualize CE strategy as a useful focal point for integrating and synthesizing key elements within CE's intellectual domain. The components of our CE strategy model include (1) the antecedents of CE strategy (i.e., individual entrepreneurial cognitions of the organization's members and external environmental conditions that invite entrepreneurial activity), (2) the elements of CE strategy (i.e., top management's entrepreneurial strategic vision for the firm, organizational architectures that encourage entrepreneurial processes and behavior, and the generic forms of entrepreneurial process that are reflected in entrepreneurial behavior), and (3) the outcomes of CE strategy (i.e., organizational outcomes resulting from entrepreneurial actions, including the development of competitive capability and strategic repositioning). We discuss how our model contributes to the CE literature, distinguish our model from prior models, and identify challenges future CE research should address. [source] | ||||||||||