bluuebunny/crossref_metadata_2025_split huggingface dataset:
Feasibility of Routine Assessment of Exercise Knowledge and Safety in Youth With Type 1 Diabetes
Authors: Roberts Alissa J. , Mitrovich Connor , Yi-Frazier Joyce P. , Taplin Craig E. 
Published: June 2019

Purpose This pilot study assessed the feasibility and satisfaction of an electronic clinical tool to survey management of exercise in youth with type 1 diabetes (T1DM) for use in an outpatient diabetes clinic setting. Methods Fifty youth with T1DM were recruited (ages, 10-18 years; mean ± SD, 14.8 ± 2.4) and 11 diabetes providers. Prior to a clinic visit and with an electronic tablet, participants completed the Type 1 Diabetes Report of Exercise Practices Survey, which included 9 primary exercise management guidelines. Responses were flagged if contrary to guidelines, and automated individualized reports with personalized evidence-based recommendations were produced for providers prior to seeing the patient. Postclinic assessment surveys were completed by patients and providers. Results Out of the 9 guidelines, a mean of 4 ± 0.9 responses per patient were flagged as potentially unsafe. Ninety-one percent of providers took <10 minutes to review and discuss the report with their patients. Ninety-one percent of providers rated the tool as highly useful in facilitating patient education regarding exercise guidelines at that clinic visit. Fifty-six percent of youth rated the tool highly when asked whether its use altered their planned behavior around exercise. When participants were asked if such a tool should be used routinely in diabetes clinic, 64% of provider responses and 60% of patient responses were highly positive. Conclusions This electronic tool identified deficits in exercise management in youth with T1DM and improved education in the clinic visit regarding exercise, and a majority felt it feasible and desirable to include in routine outpatient diabetes care.
Diaphragmatic palsy after cardiac surgery in adult and pediatric patients
Authors: Al-Ebrahim Khalid Ebrahim , Elassal Ahmed Abdelrahman , Eldib Osama Saber , Abdalla Ahmed Hassan Abdelsalam , Allam Amr Ragab Abdelaty , Al-Ebrahim Ebrahim Khalid , Abdelmohsen Gaser Abdelmohsen , Dohain Ahmed Mohamed , Al-Radi Osman Osama 
Published: June 2019

Background Important differences in the mechanism of respiration between adults and children warrant distinction in the management of diaphragmatic paralysis as a complication of cardiac surgery. We describe the management and outcomes of this complication in both groups. Methods We retrospectively analyzed 16 patients (5 adults and 11 children) with diaphragmatic paralysis after cardiac surgery performed between 2008 and 2018. Clinical examination, chest radiography, and confirmation with fluoroscopy in selected cases were our modalities of diagnosis. All adults were managed conservatively, whereas plication was performed in all children. Results The incidence of diaphragmatic paralysis was 0.98% in pediatric patients and 0.43% in adults. The mean age was 2.33 ± 2.59 years in children and 53.2 ± 17.99 years in adults. All adults were symptomatic. All children showed difficulty in weaning from mechanical ventilation after cardiac surgery. The period of mechanical ventilation before plication was 2–6 days (median 4 days). Death occurred as a result of low cardiac output in a 10-year-old boy, and due to respiratory failure in a 30-year-old woman. Children were successfully weaned from mechanical ventilation after diaphragmatic plication. The median time to extubation after plication was 2.5 days (range 1–13 days). The median period of recovery in adults was 52 days (range 32–85 days). All survivors had acceptable outcomes at 6 months to one year. Conclusion Conservative management in adults and early plication in children are viable treatment options for diaphragmatic palsy after cardiac surgery, with acceptable outcomes.
Theorization of New Practices in Emerging Organizational Fields
Authors: Kumar Sarma Sushanta 
Published: June 2019

Executive Summary Organizational actions are subject to multiple interpretations by the constituents of organizational field and are often prone to lose legitimacy in an uncertain environment. To ensure that organizational practices are given meaning in a deliberate way, actors resort to ‘theorization’. The institutional theory literature looks at theorization as a legitimacy seeking strategy. IT defines the goal of theorization as mobilizing support and justifying new courses of action. By linking legitimacy, theorization, and emerging field, this article explores the question of how do the organizations theorize a new practice in an emerging field. Emerging organizational field is distinguished from a mature organizational field across four dimensions: extent of interactions among organizations, defined structure of domination and pattern of coalition among organizations, information sufficiency within the organizational field, and existence of commonly shared purpose among organizations. Theorization would focus on two important questions for justifying a new practice: ‘base of legitimacy’ and ‘audience for seeking legitimacy’. The article argues that in an emerging field, organization would theorize new practices with variants of moral and pragmatic legitimacy as base and would target the constituents of normative and market governance structure as the intended audiences. The article presents four propositions linking each of the dimensions of the emerging organizational field. It suggests that organization would theorize new practices by focusing on exchange, procedural, structural, and consequential legitimacy. The article contributes to existing literature by linking the characteristics of the emerging field to focus and audience of theorization strategy. With the growing prevalence of hybrid organizations, organizations are commonly exposed to multiple and even contradictory institutional demands. Understanding the focus of theorization and the intended audience can help these organizations to be more persuasive in seeking legitimacy.
Blueprint for Effective Trade Negotiations
Authors: Singh Bhupinder 
Published: June 2019

Negotiations are so common in business that managers often fail to recognize the elements of negotiations in their processes of interaction. The development of the necessary negotiation skills among managers is also neglected. In the USA and other advanced countries, academics actively study negotiations as an art and a science. Managers take training programmes to improve their negotiating skills. In this article, Bhupindar Singh, based on his study and extensive experience in both the public and private sectors, provides a blueprint for effective trade negotiations. He illustrates the concepts and tactics from actual cases.
Amtrex Hitachi Appliances Ltd: Competing for the Future
Authors: Sridharan Anand , Ravichandran N 
Published: June 2019

The October-December 2001 (Vol26, No 4) issue of Vikalpa had published a Management Case titled “Amtrex Hitachi Appliances Ltd: Competing for the Future” by Anand Sridharan and N Ravichandran. In this issue, we feature two responses on the case by Prafull Aiiubhai and Subramaniam Sridhar. Amtrex Hitachi Appliances Ltd presents the history and managerial initiatives of a fast growing organization in the consumer durable industry. The industry is characterized by the presence of several competing (national⁄multinational) players, changing consumer needs and preferences and MNC's access to national market and vice versa. The organization needs to take stock of what it has achieved so far, what needs to be done, and how?
Indian Management Research
Authors: Sarkar Mitali 
Published: June 2019

This section features abstracts of articles covering empirical studies, experiences, ideas, and theories published in Indian and international journals. Sponsored by the Indian Council of Social Science Research, New Delhi, this service is intended to facilitate Indian management research. Authors desirous of having their publications considered for inclusion in this feature may please send reprints of their articles to Vikalpa Editorial Uffice.
Venture Capitalists' Screening Criteria
Authors: Kumar A Vinay , Kaura Mohinder N 
Published: June 2019

Indian venture capital industry is one of the predominant players among South Asian countries. New funds have opened their shop here and are continuing to bring in more funds. The industry has undergone a major shift in focus. India is not a country which offers lower-cost production alternatives but is a high-tech and global outsourcing centre. The present study reports four factors which are used by the venture capitalists to screen new venture proposals. Using Kendall's tau-c analysis, the study brings out strong association between several variable pairs. Broadly, the analysis finds that: Successful venture teams put in sustained efforts on identified target markets. They are highly meticulous while attending to the details. These teams are adept at dealing with risk because of their impeccable past experience. Indian venture capitalists do not seem to be much enamoured of technology venturing; at least some of the successful ventures funded by them do not seem to show signs of being hi-tech. The study brings out four important variables which are highly unique to successful venture in India. They are: ability to evaluate and react to risk attention to details market share profits. Evaluating risk seems to be an area where unsuccessful ventures fail. Since successful teams focus on established markets and meticulously pursue these markets to gain market share, they achieve desired profits. The future research may explore the process of screening and evaluation by investigating the same through other means such as qualitative technique and techniques from cognitive psychology. The aspect of accuracy of venture capitalists' introspection would be an interesting area to study. Unless more research is conducted in the cognitive process of venture capitalists' decision-making, our understanding would remain insufficient.
Re-evaluating Diversity Measures: Calibrating for Scope to Capture the Distribution Effect
Authors: Acar William , Bhatnagar Pankaj 
Published: June 2019

This paper has practical implications in three areas of application in corporate management: strategy research corporate planning governmental regulation. The authors' review of the literature reveals a trend toward an increased use of the uncalibrated Herfindahl Index by regulators and of the uncalibrated Entropy measure by researchers. This trend involves considerable risks if it continues unabated into the new century. In the latter domain, the lack of discrimination power of current indices of concentration or diversification is becoming a major problem in that limit values specified by regulations are based on biased indicators. These are compounded when the Herfindahl Index becomes the sole anti-trust instrument for industry regulation as has been codified in the US by the guidelines jointly issued in 1992 by the Federal Trade Commission and the US Department of justice. Complementing the empirical investigations published in the research literature over the last ten years, this paper examines the existing measures of industry concentra- tion or product-line diversity on theoretical grounds and found them wanting in certain respects: There is a lack of calibration with respect to the effect of the number of product lines or scope variable n. Diversification studies are distorted by the fact that these diversity measures of firms with several product lines become unreliable and biased toward the high end of their range. There is a lack of sensitivity with respect to capturing intermediate load distributions Sbetween the two extreme cases of a single firm (or product) or of a very large number of them. This article presents clear criteria for designing diversity indices and gauging them. Industrial Organization (IO) economists appear to have been suspicious of these problems for a number of years, yet very little has been done to warn regulatory agencies and strategy researchers of the problems inherent in their increasing use of the uncalibrated indices. In contrast, this article develops two intrinsically calibrated indices, A1 and A2, for use by researchers, strategic planners, and industry regulators. An ideal composite measure should incorporate both the effect of cardinality or scope and the effect of shape or distribution. The existing indices bundle these two effects; the objective of this research is to ‘unbundle’ them. Most large North-American firms tend to be multi-product corporations for which the measurement of product-line diversity as well as social diversity will be affected by the above considerations. Chances are that the same holds true in the Indian context. However, this is partly an empirical question that could be further investigated by follow-up studies on databases such as Capital-Line and Prowess, leading to some useful information for strategic and legal considerations.
Changing Mindsets of Middle Level Officers in Government Organizations
Authors: Ramnarayan S 
Published: June 2019

This paper uses a simple system of classification for examining mindsets of middle level officers in government organizations. It proposes that a middle level officer may assume or take on a spectator mindset or an actor mindset. With a spectator mindset, the person may pick up a signal from the environment or get an idea for improvement but he/she does not act on that learning or insight. As a result, organizational learning does not occur and this is reflected by organizational inaction or inappropriate action. On the other hand, with actor orientation, the individual acts on his/her learning and this leads to the right organizational action. This paper proposes that spectator orientation is rooted in four major factors: organizational characteristics nature of relations with superior the way work is performed the nature of middle management role. When the organization is perceived as conflict-ridden, rule bound, having too many free-riders and not oriented to customer and stakeholder requirements, there is a tendency for spectator mindset to predominate. This mindset also results in hierarchical, impersonal, and non-appreciative relations with superior. The third factor that leads to spectator mindset is the way work is performed. When the emphasis is more on performing activities in a ritualistic mode rather than to have impact and when there is inadequate attention to linkage, integration, and people management issues, spectator mindset is more likely. Finally, the nature of roles at operating levels such as fragmentation and segmentation of functions and excessive preoccupation with fix-it type of activities can lead to spectator orientation. Any attempt to change the mindset has to therefore address these four important factors. This paper reviews some change experiments and experiences in governmental organizations in India to propose two broad approaches to bring about organizational and mindset changes: Transformational approach which aims to bring about new strategy, management processes, and approaches by creating a new equilibrium for the organization. Continuous improvement approach which focuses on small doses of incremental changes that affect only part of the organization by modifying ways and means of doing work. It builds on the efforts of organizational members. This paper discusses these two approaches in some detail and examines the factors that are critical for the success of each of these approaches. It looks at how these approaches can also complement and strengthen each other. There can be no two opinions on how important it is to change mindsets in government organizations. This paper is an attempt to review some recent change experiences to shed some light on this important issue.
Incentive Outlay Ratios in Fast Moving Consumer Goods Sector in India
Authors: Vyas Preeta Hemang 
Published: June 2019

Inflationary trends in the economy have led to increased media costs forcing many companies to increase their expenditure on sales promotion activities. It has been recognized that well-planned sales promotion activities have a strategic role to play in brand building and enhancing customer loyalty. This study examines the nature of schemes offered in the fast moving consumer goods (FMCG) category, finds out the ratio of incentive and outlay (which the consumer is expected to make/pay to avail sales promotion offers), explores the relationships, finds out the rationale behind these offers, and provides guidelines to managers designing sales promotion activities. Eight different product categories were selected for the study. Information on actual offers made in these categories in a quarter was compiled and tabulated through content analysis in terms of brand, maximum retail price (MRP), offer (size of the incentive offered), nature of the scheme, pack being promoted, and outlay. The following findings emerged from the data gathered and analysed: Variations in incentive outlay (I/O) ratios across product categories revealed that non-food category exhibits more variations (range) than food category. The level of incentive offered in non-food category was higher than that of food category. Bonus pack followed by free gift and price-offs were the popular tools used across product categories indicating use of similar type of schemes without much innovation. More often, medium to large pack-size was promoted in all categories except the toilet soap category indicating �load the consumer� as the main objective and thereby warding off competition temporarily. The findings suggest that managers need to be creative to create an impact; otherwise, consumers would tend to be less loyal to any brand in a category and drift from one promoted brand to another. They need to give careful thought as to what objectives need to be achieved from whom (loyal, competitive loyal, switchers or non-users). They also need to do a proper analysis by linking sales during promoted period to overall sales, baseline sales, competing brand sales, and impact on trade and consumer behaviour and evolve guidelines with respect to terms and conditions of the offer in terms of size of the incentive, terms, whether immediate or delayed incentive, what efforts are required on the part of the consumer, etc. Before determining the size of incentive to be offered to the consumers, managers need to consider several factors such as level of competition, available budget for the brand, reputation of the company introducing a brand, consumer behaviour, competitive promotional offers, and level of price of a brand vis-�-vis competition. A study of I/O ratios across product categories reveals interesting practices followed by companies. Exploring reasons behind such practices would give insights to managers as to why practices differ from theory and provide guidelines in managing these activities.
Emerging Options in Doctoral Study in Management for International Executives
Authors: Burrell Darrell Norman 
Published: June 2019

University business schools are facing intense criticism that their traditional MBA and other graduate management curriculum fail to teach change management skills, employee development skills, employee recruiting skills, team-building skills, and the importance of ethical behaviour. Due to increasing technology, competition, and workforce diversity, today's leadership decisions are more complex than they were five years ago. The need for today's middle managers, senior managers, vice presidents, COOs, and CEOs to have more advanced leadership education has become critical, but the traditional Ph.D. and even the Doctor of Business Administration (DBA) have not become a recognized and acceptable viable solution. In contrast to the traditional Ph.D. and DBA which is geared towards the engagement of theory and research, the advanced leadership knowledge involved in the Doctor of Management (DM) encompasses advanced leadership training that is practical and focused on leadership's complex impact on improving organizational culture and human resources development. While MBA programmes or the traditional business Ph.D. programmes are focused on finance, accounting, marketing, operations strategy, and quantitative research, DM goes a step further by also considering the importance of developing employees, organizational culture, and teams as a major aspect of strategy execution success. DM looks at management almost in an interdisciplinary way by blending leadership courses that touch on psychology, human resources management, communications, human relations, employee development, organizational behaviour, and traditional management science. While traditional business Ph.D. and DBA programmes focus on skill development in order to effectively manage organizational operations and organizational process, DM focuses on people because without a properly developed and appropriately constituted staff, success will only be limited. For many years, it was assumed that a doctorate degree was not applicable in the international business world. DM is a major departure of tradition by enabling executives to use a combination of pure leadership theory and applied research methods to define, implement, and evaluate the strategies necessary for organizational growth and survival in a 3-4 year programme without having to leave their full-time jobs. DM addresses the question: If the definition of management is getting work done through people, then why are traditional Ph.D. programmes so heavily focused on business and so little on employees and organizational development?
A Decision Theoretic Estimation in Exponential Product Life Testing Model Using Guesstimate
Authors: Saxena Sharad 
Published: June 2019

In today's technologically advanced world, everyone depends on the continued working of a widevarietyofproductslikecomplexmachinery and equipment for theireverydayrequirements pertaining to health, safety, mobility, and economic welfare. We expect our cars, computers, electrical appliances, lights, televisions, etc., to function whenever we need them — day after day, year after year. When they fail, the results can be catastrophic: injury, loss of life or may be some costly lawsuits. More often, repeated failure leads to annoyance, inconvenience, and a lasting customer dissatisfaction that can have an adverse impact on the company's position in the marketplace. It takes a long time for a company to build up a reputation for reliability and only a short time to be branded as ‘unreliable’ after shipping a flawed product. Continual assessment of new product reliability and ongoing control of the reliability of everything shipped are critical necessities in today's competitive marketplace. The mean and variance of an exponentially distributed random variable are of interest in numerous life and reliability testing problems as measures of various characteristics like expected life, failure rate, reliability, future mean, etc., and, thus, it is of practical importance to estimate these unknown parameters. Situations frequently arise where one has an initial estimate that combines reasoning with guessing called the guesstimate. The guesstimate may be based on a calculation of sample observations or a conjecture that comes from past experience about similar situations involving similar parameter or from the association with the experimental material or from any reliable source. It is in the form of a point value arising from either statistical investigation or sources other than that and thus should also be incorporated in any of the estimation procedure. This paper is intended to propose some improved estimators by considering guesstimate and thereby employing the results in the estimation of mean and variance in an accelerated life testing experiment of breaking strength of transformer oil at different voltage levels. The approach is very generic and the suggested estimators are shown to be better than the other estimators in the sense of having a smaller mean squared error as well as a smaller bias.