Business Week Research Articles

Abstract 286: Clinic Time Required To Manage Cardiac Implantable Electronic Device Patients: A Time And Motion Workflow Evaluation

Background: The number of patients with cardiac implantable electronic devices (CIEDs) is growing, creating workload for device clinics to manage this population. Remote monitoring of CIED patients is a guidelines-recommended method for optimizing treatment in CIED patients in combination with in-person follow-up. However, the specific steps involved in CIED management, as well as the HCP time required for these activities, are not well understood. The aim of this study was to quantify the clinic staff time requirements associated with the remote and in-person management of CIED patients. Methods: A time and motion workflow evaluation was performed in 6 U.S. CIED clinics. Participating clinics manage an average of 4,217 (range: 870-10,336) CIED patients. The duration of each task involved in CIED management was repeatedly timed, for all device models/manufacturers, during one business week (5 days) of observation at each clinic. Mean time for review of a remote transmission and for an in-person clinic visit were calculated, including all clinical and administrative (e.g., scheduling, documentation) activities related to the encounter. Annual staff time (inclusive of all clinical and administrative staff) for follow-up of 1 CIED patient was modeled using device transmission data for the 6 clinics, clinical guidelines for CIED follow-up, and published literature (Table 1). Results: During 6 total weeks of data collection, 124 in-person clinic visits and 1,374 remote transmission review activities were observed and measured. On average, the total staff time required per remote transmission ranged from 11.9-13.5 minutes (depending on the CIED type), and time per in-person visit ranged from 43.4-51.0 minutes. Including all remote and in-person follow-ups, the estimated total staff time per year to manage one Pacemaker, ICD, CRT, and ICM patient was 2.3, 2.4, 2.4, and 9.3 hours, respectively. Conclusion: CIED patient management workflow is complex and requires significant staff time in cardiac device clinics. Remote monitoring is an efficient complement for in-office visits, allowing for continuous follow-up of patients with reduced staff time required per device check. Future research should examine heterogeneity in patient management processes to identify the most efficient workflow.

A Review on Characteristics and Potential Applications of Henna Leaves (Lawsonia inermis)

This review paper reports the studies available on the characteristics and applications of the henna (Lawsonia inermis) as a natural dye. Textile materials are mainly from synthetic dyes and fibers which are not renewable and not biodegradable. Around 30 million of tonnes was estimated for the global consumption of textiles and was expected to grow up to 3% per annum while 70,000 tonnes of dyes were released to the environment. The population of people who will have allergic to the chemicals will grow up to 60% by year 2020 which was stated in business week. Apart from that, natural dyes can be extracted and process from various sources such as plants, leaves, minerals, roots, barks and insect sections. Plants that was found in the world approximately 20% were for the pharmaceutical or biological test and new antibiotics were introduced in the market are obtain from natural or semi-synthetic resources. For the biological test, henna oil was tested against Staphylococcus aureus which was 870 μg/mL and Neisseria gonorrhoeae was 87 μg/mL respectively while henna leaves extraction using methanol of 95% showed significant in-vitro antihyperglycemic effect. Chemical contains in the henna are carbohydrates as 33.62%, fibers as 33.5%, fatty oils as 10–11% and essential oil as 0.01–0.02%. Moreover, the good UV absorbency for the henna dyed cotton was at 900 °C for 60 minutes and the colour fastness for the fabric which was dyed with henna is 4 which is good. Henna dye has slightly negative charge for the higher pH 9 for the washing fastness. The optimize condition for the pre-mordant is 4% for the copper sulphate (CuSO4) for cotton with the extraction of henna leaves. Furthermore, the optimum condition for the henna to remove lead Pb (II) from wastewater are pH 6, contact time is 80 minutes, 10 ppm for the initial metal concentration and 0.75 g/L for adsorbent dosage.

PERUBAHAN BUNYI VOKAL PADA KATA SERAPAN BAHASA ARAB DALAM BAHASA INGGRIS

This research aims to analyze and formulate rules of change that occur in Arabic borrowings in English phonologically. Thus research can describes vocal sound changes in Arabic borrowings in English. This research is to answer the question such as how are the process of monophthong and diphthong vowel changes in Arabic borrowings in English. This research is a qualitative type which is analyzed and written descriptively to answer how the process of changing phonologically with a method consisting of three stages, namely: (1) data codification method, (2) data analysis method, and (3) method of presenting the results of data analysis and the data source used by researcher froms Oxford Advanced Learners Dictionary and Al-Maurid: A Modern Arabic-English Dictionary, and also from magazines such as Time, Bloomberg Business Week, and News Scientist. The result findings are 103 words in Arabic borrowings in English that were analyzed, it was found phonological changes on monophthong and diphthong vowel sounds caused by the unavailability of the type of Arabic sound in English and the influence of sound falling before and after it.

Decision making, distributed leadership and the objective knowledge growth framework

PurposeThe purpose of this paper is to know the extent to which a decision-making framework assists in providing holistic, comprehensive descriptions of strategies used by school leaders engaging with distributed leadership practices. The process by which principals and other education leaders interact various school-based actors to arrive at a distributed decision-making process is addressed through this paper. The position taken suggests that leadership does not reside solely with principals or other education leaders, but sustains the view that the actions of various actors within a school setting contribute to fuller and more comprehensive accounts of distributed leadership.Design/methodology/approachWhile the application of rational/analytical approaches to organizational problems or issues can lead to effective decisions, dilemmas faced by principals are often messy, complex, ill-defined and not easily resolved through algorithmic reason or by the application of rules, as evidenced by the two stories provided by Agnes, a third-year principal in a small countryside elementary school in a small northeastern community, and by John, a novice principal in a suburb of a large Southwestern metropolitan area.FindingsThe value of the objective knowledge growth framework (OKGF) process is found in its ability to focus Agnes’s attention on things that she may have overlooked, such as options she might have ignored or information that she might have resisted or accepted, as well as innumerable preparations she might have neglected had she not involved all the teachers in her school.Research limitations/implicationsThe implementation of the OKGF may appear, occasionally, to introduce unnecessary points along this route and may not be laboriously applied to all decision-making situations. However, the instinctively pragmatic solutions provided by this framework will often produce effective results. Therefore, in order to reduce potentially irrational outcomes, the systematic approach employed by the OKGF is preferable. The OKGF must be managed, implemented and sustained locally if it is to provide maximum benefits to educational decision makers.Practical implicationsGiven the principals’ changing roles, it is abundantly clear that leadership practice can no longer involve just one person, by necessity, and it is becoming increasingly difficult to imagine how things could have been accomplished otherwise. Expecting the principal to single-handedly lead efforts to improve instruction is impractical, particularly when leadership may be portrayed as what school principals do, especially when other potential sources of leadership have been ignored or treated as secondary or unimportant because that leadership has not emanated from the principal’s office (Spillane, 2006). In this paper, the authors have striven to reveal how a perspective of distributed leadership, when used in conjunction with the objective knowledge growth framework, can be effective in assisting principals in resolving problems of practice.Social implicationsDifferent school leaders of varying status within the educative organization benefit from obtaining different answers to similar issues, as evidenced by John’s and Agnes’s leadership tangles. Lumby and English (2009) differentiate between “routinization” and “ritualization.” They argue, “They are not the same. The former erases the need for human agency while the latter requires it” (p. 112). The OKGF process, therefore, cannot provide school leaders with the “right” answers to their educative quandaries, simply because any two school leaders, facing the same issues, may utilize differing theories, solutions, choices or options which may satisfy their issues in response to their own individual contextual factors. Similarly, in a busy day or week, school leaders may be inclined to take the shortest distance between two points in the decision-making process; problem identification to problem resolution.Originality/valueShould the OKGF process empower decision makers to obtain sound resolutions to their educative issues by assisting them in distancing themselves from emotions or confirmation biases that may distract them from resolving school problems, its use will have been worthwhile.

Experiencia de la Dirección de Ciencias Empresariales del Tecnológico Espíritu Santo (TES) en el desarrollo de competencias profesionales en función del emprendimiento

La investigación se centró en el propósito de demostrar que el desarrollo de proyectos en cada una de las materias contribuye con la formación de competencias profesionales en función del emprendimiento. En tal sentido se buscó responde a la interrogante de ¿cómo contribuir con el desarrollo de competencias profesionales en función del emprendimiento?
 Para el cumplimiento del objetivo de la investigación se utilizó una investigación descriptiva y analítica con un enfoque cualitativo y cuantitativo, mediante la evaluación de los proyectos presentados en la feria Business Week, y una encuesta realizada a los estudiantes que participaron en este evento. Se comprobó que el Aprendizaje Basado en Proyectos (ABP) contribuyó con el desarrollo de competencias esenciales para el emprendimiento, a través del desarrollo de capacidades de análisis, síntesis, resolución de problemas, creatividad, y adaptabilidad.

Engines of Anxiety: Academic Rankings, Reputation, and Accountability, by Wendy Nelson Espeland and Michael Sauder. New York, NY: Russell Sage Foundation, 2016, 2015, 281 pages, paper

Academy of Management Learning & EducationVol. 18, No. 2 Book & Resource ReviewsEngines of Anxiety: Academic Rankings, Reputation, and Accountability, by Wendy Nelson Espeland and Michael Sauder. New York, NY: Russell Sage Foundation, 2016, 2015, 281 pages, paperWilliam KoprowskiWilliam Koprowski()Published Online:8 Jul 2019https://doi.org/10.5465/amle.2018.0027AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESFrost, P. J.Taylor, M. S. (Eds.). 1996. Foundations for organizational science: Rhythms of academic life: Personal accounts of careers in academia. Thousand Oaks, CA: SAGE Publications, Inc., 10.4135/9781452231570. Google ScholarGioia, D. A., & Corley, K. G. 2002. Being good versus looking good: Business school rankings and the Circean transformation from substance to image. Academy of Management Learning & Education, 1(1): 107–120.Link , Google ScholarGlick, W. H. 2008. Rain Man or Pied Piper? Moving business schools beyond media rankings with mass customization and stakeholder education. The Academy of Management Perspectives, 22(1): 18–23.Link , Google ScholarGreenberg, M. 2013, March 29. AU law students, alums, launch petition to oust dean after falling out of top 50 law schools ranking. DCINNO. Retrieved from https://www.americaninno.com Google ScholarHanson, M. 2012, July 24. U of Illinois Law School is publicly censured by the ABA, Fined for misreporting admissions data. ABA Journal. Retrieved from http://www.abajournal.com Google ScholarMorgeson, F. P., & Nahrgang, J. D. 2008. Same as it ever was: Recognizing stability in the Business Week rankings. Academy of Management Learning and Education, 7(1): 26–41.Link , Google ScholarOlson, E. 2016, March 24. Law graduate loses suit against school on enticing enrollment data. New York Times. Retrieved from https://www.nytimes.com Google ScholarOremus, W. 2013, September 10. U.S. News tumbles eight spots in this year’s super-official college-rankings rankings. Slate. Retrieved from https://slate.com/technology/2013/09/u-s-news-college-rankings-falls-8-spots-in-arbitrary-college-rankings-rankings.htm Google ScholarPfeffer, J., & Fong, C. T. 2004. The business school “business”: Some lessons from the US experience. Journal of Management Studies, 41(8): 1501–1520. Google ScholarRidgway, V. F. 1956. Dysfunctional consequences of performance measurements. Administrative Science Quarterly, 1(2): 240–247. Google ScholarWedlin, L. 2006. Ranking business schools: Forming fields, identities and boundaries in international management education. Cheltenham, UK: Edward Elgar. Google ScholarFiguresReferencesRelatedDetails Vol. 18, No. 2 Permissions Metrics in the past 12 months History Published online 8 July 2019 Published in print 1 June 2019 Information© Academy of Management Learning & EducationDownload PDF

A report about Plan S’s potential effects on journals marks a busy week for the open-access movement

A report about Plan S’s potential effects on journals marks a busy week for the open-access movement

The Guy

The Guy Daniel T. Durbin (bio) It had been a busy week and the return trip from Moscow, Idaho (pronounced “mos-cō” not “mos-cow,” though the locals tend to think of it as a Marxist stronghold) was always a dog-leg of flights. Worn and flight-weary, I wanted just a small sip of wine. I asked the flight attendant how much a small cup of the red would cost me. “That’s eight dollars.” On my worst day in university hell, I could never justify eight dollars for the dreck they serve on airplanes. I wasn’t going to tell her that. So, I smiled and said, “No thanks. I think I’m fine.” About twenty minutes later, the attendant returned to my seat from the back of the plane, a big smile lighting up her face, a plastic cup and a bottle of wine in her hands. “Are you working for that African American man back there? Are you his caretaker or something?” I looked back several rows. We’d been separated on this flight. But there he was, the man with the gentlest eyes I’d ever seen, an attendant kneeling in the aisle, a second one bent over his seat, all three laughing, talking, having a great time. “Well, yeah, you could say that.” She put the cup in my hand and filled it to the brim with wine. “You enjoy this and, when you’re done, you just call me back. Have as much wine as you want. Your friend is so great. We just love him. He played baseball or something, didn’t he?” “Yeah, he was a pretty good player in his day.” I held my cup of wine and turned around to see the party once again. Their laughter rang up and down the aisle. He shot me a quick glance, smiled and kept right on telling stories. “Yup,” I thought. “That’s Mudcat Grant.” Now, if you have never been a true baseball fan, then you will never get the story I have to tell. Being a middle-aged or older longtime acolyte of the game, having a room filled with autographed baseball memorabilia, or being able [End Page 28] to drop Tony Lazzeri’s lifetime triples into casual conversation with complete strangers does not make you a true baseball fan. At best, you are the ghost of a true baseball fan. Anyone who has been one knows that the true baseball fan is roughly 8–12 years of age and is not a fan of baseball. The true baseball fan is an acolyte of The Team. On that team, the true fan idolizes The Guy. An older and somewhat jaded sports scholar might aver that this should be “The Player.” But, in the kid world of true baseball fandom, this was never “The Player.” It was always “The Guy.” I was once a true baseball fan. For me, The Team was the forever frustrating and underachieving 1970 Oakland A’s. The A’s had moved to Oakland in 1968, their Kelly-green uniforms and white shoes gaudily lighting up the bay and a fleet of young talent stocking up their minor league teams. The 1970 “Swingin’ A’s” had the core set of players who would go on to become one of baseball’s great dynasties in the next half decade. But, in 1970, the entire organization was hopelessly self-destructive. A series of unnecessary mishaps kept the team firmly entrenched in second place, far behind the aging Minnesota Twins. Finding The Guy on that team was especially challenging. Reggie Jackson held out through spring training and entered the season ticked off at owner Charlie Finley (whose penny-pinching was already legendary). As a consequence, Reggie had perhaps the worst season of his long career. Joe Rudi, the steady, soon-to-be star left fielder had his fingers gruesomely crushed by an errant pitch and was out for half the season. Hall-of-Famer Rollie Fingers, two years from being a handle-bar mustachioed relief specialist, was still being uncomfortably forced into starting duties. In his infinite baseball wisdom, Finley had a revolving door of three, sometimes four, periodically...

A Busy Week at IGARSS and a Full Issue of Features [From the Editor

A Busy Week at IGARSS and a Full Issue of Features [From the Editor

International terrorism as a threat to student mobility

PurposeInternational terrorism affects various areas of society. This paper aims to determine whether fear of terrorism is a barrier to international student mobility based on the opinions of representatives from four universities of the European International Business Week network.Design/methodology/approachData were obtained through interviews with representatives of four universities. Two universities are located in relatively “safe” countries (Czech Republic and Finland), whereas the other two are located in countries recently hit by terrorist attacks (Brussels and Paris). The interviews were conducted between December 2016 and April 2017.FindingsTerrorist attacks affected international student mobility in the two universities recently hit by terrorist attacks.Research limitations/implicationsThe research findings are relatively significant because they show how terrorist attacks can influence international student mobility. However, data are still limited. Data from other universities are necessary to verify causality.Practical implicationsThe internationalisation of higher education is a strategic goal for many higher education institutions (HEIs). However, international terrorism may affect this goal. Understanding the impact of terrorism can be valuable in preparing policies for promoting the internationalisation of HEI.Social implicationsInternational terrorism is increasingly an issue for many people and organisations, including HEI. Understanding how terrorism affects economies and societies can be crucial for policymakers and for citizens living in or visiting areas endangered by terrorism.Originality/valueThe paper describes the immediate impact of two terrorist attacks on international student mobility. The paper presents the fear of terrorist attacks and the shock caused by terrorism as major barriers to international student mobility.

Optimizing case-pack sizes in the bricks-and-mortar retail trade

Before reaching the store, products generally flow through the retail distribution system as larger bundles, the so-called case packs (CP). In several studies these case packs have been identified as having a significant impact on distribution logistics efficiency. In this paper we develop a quantitative model and solution approach determining optimal case-pack sizes for non-perishable products in grocery retailing. The model captures the relevant operative cost drivers along the internal supply chain of a large bricks-and-mortar retailer. It explicitly represents each day of the retailer’s business week, where the replenishment doctrine considered generalizes the well-known periodic review reorder point (r, s, nq) policy as a stationary cyclic version. Exact and approximate methods are developed to evaluate the costs of a model instance. In addition, an optimization procedure is outlined that uses either exact or approximate methods to identify optimal and near-optimal CP sizes for a single store as well as for a network of multiple stores to be operated with one common CP. Applied to real-world examples of a large European retail chain, the methods reveal average cost improvement potential of more than 20% by adjusting the CP sizes that are currently in use. The approach presented is thus shown to be a valuable addition to any integrative retail supply chain planning system. Its results are directly applicable to retail practice.

Organizational Actorhood and the Management of Paradox: A Visual Analysis

We extend the theorization of organizations as social actors to illuminate how external attributions of actorhood are made by the business media and how these attributions are associated with heightened environmental paradoxes confronting organizations. We analyze the visual depictions of organizations on 530 covers of an influential periodical, BusinessWeek (BW) magazine, over a 30-year period, 1978–2007. We present evidence that the visual depiction of organizational actorhood increased over time and that this depiction occurred more frequently in periods characterized by heightened paradoxical tensions in the business environment. Moreover, we find that in these periods, there is a complementarity between the visual and verbal modes: verbal text highlights the oppositional nature of paradox while the visual image offers interpretations for the management of these tensions. Our work contributes to understanding how the visual construction of organizations by external audiences can position the organization’s standing as an actor, as well as the organization’s capabilities for action under conditions of environmental challenge.

The upper echelon effect on restaurant franchising: the moderating role of internationalization

PurposeThis study aims to investigate how upper echelon theory accounts for franchising by selecting the top management team to proxy for the upper echelon and using age, tenure, education, equity ownership and stock options as its main attributes.Design/methodology/approachThe sample was drawn from the Execucomp and Compustat databases and from other publicly accessible resources (e.g. LinkedIn and Business Week, in addition to Annual 10-K reports). A total of 29 restaurant companies were used for data collection, which covered the period of 2000-2013. A panel feasible generalized least squares (FGLS) regression was used to analyze the data.FindingsThe study found a significant moderating effect of the degree of internationalization on the relation between the attributes of the upper echelon (e.g. tenure, education and share ownership) and franchising decisions.Research limitations/implicationsThe results verified that top managers in the restaurant industry with more tenure and share ownership become more risk averse when they operate under riskier conditions, whereas highly educated restaurant top management teams tend to take more risks in strategic decision-making.Originality/valueThis study expanded internationalization research to upper echelon theory and into the arena of franchising.

Report of the 2016–2017 ESTS-AME visiting fellow to the First Affiliated Hospital of Guangzhou University, China

I started my visiting fellowship at the First Affiliated Hospital of Guangzhou University in China by arriving at Guangzhou airport on a cool crisp December evening. After meeting Lucille, a liaison from AME publishing company who became my guide and close friend throughout the trip, we made our way to the heart of the city that night which was vibrant and bustling. After an authentic Chinese meal overlooking the Pearl River that runs through the city center it was time to rest up for a busy week at the hospital.

What Role May Admissions Office Diversity and Practices Play in Equitable Decisions?

Attending a selective college or university has a notable impact on the likelihood of graduation, graduate school attendance, social networks, and career earnings. Given these short-term and long-term benefits, surprisingly little research has directly explored the factors that might promote or detract from equitable admissions decisions at these schools. This study examined a unique national sample of 311 undergraduate admissions officers who work at selective institutions to explore this issue. Among the descriptive findings, more than half of respondents reported that they consider applicants’ demonstrated interest in attending their institution when making a recommendation, about two-thirds review at least 100 applications during busy weeks, and almost half were working at their alma mater. Moreover, in a simulation of admissions scoring, admissions officers from historically underrepresented groups were more likely to admit low-SES applicants, whereas participants with more work experience and who were employed at their alma mater provided less equitable recommendations.

A Quantitative Analysis of the Personal Characteristics and Workplace Experiences of Women and Men as Professional and Community Leaders

In the past, the subject of leadership in women has been confined to anecdotal figures who are remarkablefor their small numbers. Women leaders have emerged as a more common phenomenon in Americansociety in the last three decades, reflecting the transition in the status of women in society. According toDye and Strickland (1982), between 1970 and 1980, the total number of women managers andadministrators in the U.S. workforce increased over 100%. However, this change has not extendedthrough all levels of leadership. Hymowitz & Schellhardt found that by 1985 only 2.7% of the topexecutives and directors of AT&T were women and 8.3% and 15% of division and district managers werewomen. In contrast, 22% of second-level supervisors and 38.7% of first -level supervisors were women.The slow progress of women on this front has two possible explanations. One is "the glass ceiling," aterm that was coined in 1986 by Hymowitz and Schellhardt, two Wall Street Journal reporters. This is aninvisible barrier that blocks women from advancing to senior leadership positions in organizations. Analternative explanation to "the glass ceiling" might be a delay in the pipeline with appreciable numbers ofwomen only now reaching the point in their careers where senior positions are available.With increasing competition for leadership positions, women will likely encounter a growing number ofobstacles to promotion (Pipelines of Progress, An Update on the Glass Ceiling Initiative, 1992). In asurvey of female senior executives, one-third believed that the number of female executives in theircompanies would remain static or decrease (Business Week, June 8, 1992).In 1991, the author was a participant in a yearlong program run by a private, nonprofit organization forwomen professional and community leaders. Beginning that year, the author initiated a study of thesewomen.The goal of this study was to discern how factors of personal background and workplace experiencecompare in successful women and men leaders. It was then extrapolated that these factors might influencethe course of advancement for women leaders vis a vis men leaders.

‘Dental nurses should be renamed as diplomacy experts’

Emma Phelan, 38, takes us through a typical busy week as a Community Dental Nurse (Sedation) for Cardiff and Vale University Health Board. Emma is also a Dental Nurse Examiner for the National Examining Board for Dental Nurses (NEBDN).

Stressing mental health.

It was close to midnight and I was compiling my data on the long-term effects of stress hormones on the mouse brain. Like many scientists, I often found myself working late, so this day during the second year of my Ph.D. didn't seem all that unusual—except that it was Christmas. For the first time, I wondered whether there was a connection between my everyday life and my research topic. Many of my friends and family members who don't work in science were already worried that my long and unpredictable hours could have health implications. Upon reflection, I realized that this was the second year in a row that I had worked on Christmas Day, so maybe they had a point. But I felt fine, so why should I worry? I had work to do. ![Figure][1] ILLUSTRATION: ROBERT NEUBECKER > “Just as [stress affects] mice, my peers were experiencing something similar.” As the stress of completing a Ph.D. mounted, though, I began to recognize that, just as chronic stress modified the brains and behavior of my mice, my peers were experiencing something similar. We tended to refer to these changes—which included feeling downtrodden and anxious, withdrawing from social activities, and losing much of our enthusiasm for science—as the “third-year blues,” which made them seem expected and even normal. But, I realized that they weren't—and that if I didn't manage my workload, I wouldn't be exempt from the effects of stress on the brain. Stress is an ingrained and unavoidable aspect of scientific practice. In some unfortunate cases, lab culture can make it worse. In many others, however, it is simply the nature of research. Deadlines, tight funding, and the pressure to “publish or perish” all create chronic stress. There is no avoiding these issues. But, I decided that I could make a point of managing them and advocating the importance of protecting our health. Personally, I realized that self-imposed deadlines and goals created much of the stress I was feeling, and that tempering my expectations was an easy way to reduce it. I've learned to manage my time with realistic short-, medium-, and long-term experimental deadlines, which keep me on track while minimizing pressure to do too much at once. I still work long hours, but I ensure that I make time to focus on myself too. This may mean finding time to get outside and grab a bite to eat during an otherwise busy day, or making sure I have a leisure activity to look forward to as the capstone to a busy week. The short-term result may be spending slightly less time in the lab, but the long-term gain is a reinvigorated and more productive scientist. I've also made a point of talking to my mentors about the dangers of excessive stress and the knock-on effects on lab productivity. I've found that they are responsive and understanding, which has served as a useful reminder that most advisers (even those who may appear intimidating) take the welfare of their team seriously. Moreover, they are often open to working together to develop timelines and approaches that balance the needs for productivity and well-being. Conversations with peers about these issues are equally important. I've known many junior scientists who prefer to conceal their concerns, living by the mantra, “Don't let them see you sweat.” In these cases, you can lessen your colleagues' feelings of isolation by simply asking, “How're things going?” More than once, this approach has led to long conversations, and even tears, about matters that people felt they couldn't discuss within their labs and didn't know how to broach elsewhere. Others prefer not to talk, but giving them the opportunity is sometimes enough to make them feel less alone. Now that I am a postdoc, I continue to work long hours while also acknowledging the effects of stress on my health. By integrating sustainability and well-being into my work life, I find myself enjoying science more than ever. I've been told that “inside, a part of you is a postdoc forever.” If that's true I don't mind, because I now practice science on my own terms, and I'm loving every minute of it. [1]: pending:yes

Carlo De Benedetti: Another Point of View

This case details the life and business of Carlo de Benedetti, a European businessman. Excerpt UVA-E-0091 CARLO de BENEDETTI: ANOTHER POINT OF VIEW SWAT Leslie completed first read. As a former business journalist of a French magazine, the equivalent of Business Week, I covered the high tech industry. Carlo de Benedetti was among the people with whom I met and often spoke. Through the years, I followed his company (among others) quite often. Like all people who try to “manipulate” the media to serve their purpose, Benedetti stuck to a very strict communication policy. In France, where he was targeting individual share buyers, it was very important for him to speak to a broader audience rather than just the business community. As a result, Benedetti reserved his interviews for news magazines rather than business publications—even the news journalists had a tough time getting an appointment with him. Martine Leventer, whose article in Le Point (the equivalent of Newsweek) is quoted in this case, told me it took two years to achieve her goal of interviewing Benedetti. Due to his policy, I never formally interviewed him. I only met him on the occasion of numerous press conferences, during which I was fortunate to have small conversations with him. Some people considered my knowledge of his company sufficient enough to participate in writing a book about his fascinating personality. The project never took off. One of the publishers we contacted was about to release a French translation of an Italian book about Benedetti. There was, obviously, no room in the market for two books about the man. Developing a personal understanding of Benedetti's actions as a businessman as well as his style were the most interesting aspects of my coverage of Benedetti's company. To understand his strategy, one must understand his conception of business. He really thought a CEO could not be effective unless he took personal risks. This is the reason why he always invested all of his money in the companies with which he was involved. Such was the case with Fiat as well as with Olivetti. . . .

СТАРТАПИ В ІТ-СФЕРІ. ЇХНІ ОЗНАКИ ТА СТАДІЇ, УКРАЇНСЬКИЙ ТА ЗАРУБІЖНИЙ ДОСВІД

The term "startup" was first used in Forbes magazines in August 1976 and Business Week in September 1977 to refer to companies with a brief history. The concept took hold in the 1990s and spread during the dot-com boom. The term "startup" has recently gained popularity, but it is often misunderstood and misinterpreted. Thousands of businesses are opened every year around the world, and only some of them are startups.