bluuebunny/crossref_metadata_2025_split huggingface dataset:
Exploration of target molecules for prostate cancer gene therapy
Authors: Suzuki Kazuhiro , Nakamura Kiminori , Kato Kazunori , Hamada Hirofumi , Tsukamoto Taiji 
Published: May 2007

AbstractBACKGROUNDFocusing on Adv‐FZ33, a modified adenovirus in which a synthetic 33‐amino‐acid immunoglobulin G‐binding domain was inserted into the adenoviral fiber protein, we tried to identify suitable target molecules for prostate cancer‐specific gene therapy.METHODSHybridomas were established from mice immunized with prostate cancer cell lines. The hybridomas were screened using Adv‐FZ33 to create monoclonal antibodies (mAbs) that induced high gene transfer efficiency for PC‐3 cells. Furthermore, we identified target antigens of the mAbs by immunoprecipitation and mass spectrometry, and investigated the expression of target molecules by flow cytometry and immunocytochemistry.RESULTSUsing Adv‐FZ33, we established four different mouse mAbs that increased transduction efficiency for PC‐3. The target antigens identified were Ep‐CAM, CD155, HAI‐1, and Na,K‐ATPase β1. These antigens were expressed in several cancer cell lines, including prostate cancer. Human prostatic myofibroblast cells lacked expression of Ep‐CAM and HAI‐1.CONCLUSIONSWe established anti‐Ep‐CAM mAb and anti‐ HAI‐1 mAbs. Gene transduction via Ep‐CAM and HAI‐1 may be a novel strategy for treatment of prostate cancer. Prostate 67: 1163–1173, 2007. © 2007 Wiley‐Liss, Inc.
Reasoning about multiple variables: Control of variables is not the only challenge
Authors: Kuhn Deanna 
Published: May 2007

AbstractThirty fourth‐grade students participated in an extended intervention previously successful in fostering skills of scientific investigation and inference, notably control of variables (COV). The intervention was similarly successful for a majority of students in the present study, enabling them to isolate the three causal and two noncausal variables operating in a multivariable system. However, when asked to predict outcomes of various constellations of variable levels, they tended not to take into account the effects of all of the causal variables they had identified. Moreover, they did not adhere to a consistency principle, i.e., that a factor that produces an effect can be expected to produce the same effect in the future, given similar conditions. These findings suggest that COV is not the only challenge students experience in reasoning about multiple variables. Elementary‐school students' mental models of multivariable causality appear to deviate from a normative, scientific model, even after they have mastered that aspect of scientific method having to do with the design of controlled experiments to isolate effects of individual variables. The challenges, beyond COV, that appear to be involved in making prediction judgments involving multiple variables warrant attention in the design of curricula to foster development of scientific thinking skills. © 2007 Wiley Periodicals, Inc.Sci Ed91:710–726, 2007
Environment, strategy, organization structure and performance: Patterns in one industry
Authors: Lenz R. T. 
Published: May 2007

AbstractThis paper reports the findings of an empirical field study of savings and loan associations. The investigation centres upon whether combinations of environment, strategy, and organization structure of “high”‐performance firms differ from combinations associated with “low”‐performance firms. Results show that such combinations differ, both statistically and with respect to their basic character. There is also evidence that norms held by managers of competing institutions and the nature of relationships between organizations and populations served to influence the vigour and form of interfirm rivalries and, in turn, organizational performance.
The corporation and innovation
Authors: Haggerty Patrick E. 
Published: May 2007

AbstractOn 1st October 1980 the untimely death of Patrick Haggerty, former chairman and chief executive officer of Texas Instruments, occurred. Patrick Haggerty was a founding member of the editorial board of this journal and in the formative years of the Texas Instruments Company made a major contribution to the practice of strategic management, in addition to shaping the destiny of a great and progressive corporation. As a mark of our respect and in memoriam the editors are proud to publish one of Mr Haggerty's last lectures given to NASA at Houston, Texas on 13th February 1980 in which he outlines briefly the history and philosophy which led to the development of many of the systems of strategic management at Texas Instruments, which have shaped policy within this highly innovative organization.
Increase your divestment effectiveness
Authors: Nees Danielle 
Published: May 2007

AbstractIn many large diversified corporations there is a largely prevalent habit to consider divestment decisions as ‘top secret’: information concerning potential divestitures is restricted to top management and only a handful of senior managers are involved in the decision making process.The major assumption underlying such behaviour is the fear of failure; that is, top management is concerned about involving line—generally divisional—managers in the process of making up one's mind to divest (a time consuming process as will be seen later) and searching a potential acquirer, in the fear that such involvement might work in counteractive ways and perhaps cause the abortion of the project.As a result, information is most often withheld, decisions in progress are kept secret; an ‘underground’ strategy is developed.The purpose of this article is to show that the most successful divestments are precisely those where line management's co‐operation has been elicited at very early stages and to suggest that such a participative management mode is likely to produce better results.Our research, based on the study of 14 divestments in the US and Europe (see Appendix), thus shows that the division manager is a key person on the divestment chess‐board and accomplishes varied missions.
Corporate planning in the U.K.: The state of the art in the 70s
Authors: Bazzaz Shawki J. , Grinyer Peter H. 
Published: May 2007

AbstractThe paper reports the major descriptive results of a study of corporate planning in 48 U.K. companies in the mid‐1970s. Introduction of corporate planning clearly quickened in the 1970s. The number of specialist corporate planners tended to be small and was correlated with company size. Responsibilities of planners varied between operating companies, divisions, and the corporate parent company. Corporate planners had widened the scope of their plans since the late 1960s, made fairly extensive use of written documents and procedures, and often used a high number of sophisticated techniques for forecasting and evaluation, but their use of documents and techniques was far from uncritical. The extent of planning varied between types of companies.
The role of venture capital in corporate development
Authors: Rind Kenneth W. 
Published: May 2007

AbstractMany corporations have now discovered the value of a venture capital programme as an aid to the corporate development function. The article describes the venture capital business, reviews its history, and indicates the reasons for the resurgence of interest in corporate venturing. The problems of direct venture capital investment by corporations are enumerated and the trend towards investment in outside venture capital partnerships is explained. The conclusion drawn is that, whereas venture capital is a useful tool for corporate development, it is difficult to do internally and an outside partnership investment can serve as an alternative first step or as a supplement.
Diversification and the failure of new foreign activities
Authors: Bane W. T. , Neubauer Franz‐Friedrich 
Published: May 2007

AbstractThe paper describes a quantitative investigation into the role of diversification in the failure of new foreign manufacturing activities based upon some of the results of the Harvard/CEI Comparative Multinational Enterprise Project. These results are related to the foreign subsidiaries of 69 of the largest continental European multinationals and show a considerable company‐to‐company spread in the rate of failure. Nearly half of this spread can be accounted for by the differing diversities of the companies when diversity is measured in relation to the marketing characteristics of the products manufactured and when the balance between the differing marketing categories is taken into account. The rate of foreign subsidiary expansion is also significant.
Strategic market analysis and definition: An integrated approach
Authors: Day George S. 
Published: May 2007

AbstractTwo distinct approaches to market analysis and definition have evolved. Those approaches which adopt a top‐down persepective, tend to specify markets in terms of competitive capabilities and resource transferability. The alternative bottom‐up perspective emphasizes customer requirements or usage patterns when defining markets. An integrated approach begins with a common model of the principal dimensions of a market. The second element is the recognition that different market definitions are needed for different strategic purposes. Next, the strategic planning framework which links business units and product‐market units should be compatible with these purposes and reflect a strategically relevant balance of cost and demand factors. A procedure for forming business units from groups of product‐markets is shown to be effective for achieving this balance.
Corporate economic performance: Diversification strategy versus market structure
Authors: Christensen H. Kurt , Montgomery Cynthia A. 
Published: May 2007

AbstractThis paper incorporates both diversification strategy and market structure variables in a study of corporate economic performance. A subsample of 128 firms from Rumelt's 1974 study was updated and utilized to investigate the possibility that market structure variables might moderate or confound the diversification/performance relationship he reported. Study results indicate that performance differences could be demonstrated for some of Rumelt's categories, but, across the range of categories, a hypothesis of performance differences was rejected. As expected, categories associated with distinctly high or distinctly low economic performance were also associated with significant differences in a series of market structure variables.
Using rewards in implementing strategy
Authors: Stonich Paul J. 
Published: May 2007

AbstractCorporations often find it difficult to carry out their strategies because they have executive compensation systems that measure and reward performance in a way that ignores or even frustrates strategic thinking, planning, and action. In particular, reward systems rarely emphasize the long run adequately, nor are they well coordinated with the methods and objectives of other management systems.This article describes three methods that can be used to match rewards with accomplishment of strategic goals: the weighted‐factor method which weights various performance measurements according to strategic objectives, the long‐term evaluation method, which ties compensation to goals achieved over a multiyear period, and the strategic funds deferral method which varies from the conventional financial accounting model for the measurement of performance.The article recommends that all three methods be combined into a single system in which the rewards for senior managers throughout the company are determined by the three methods in different proportions according to those factors that constitute successful performance in their positions.
The incorporation of management development in strategic management
Authors: Wissema J. G. , Brand A. F. , Van Pol H. W. Der 
Published: May 2007

AbstractIn view of the increasing demands on managers and the corresponding scarcity of managers of high quality, management planning and development begins to emerge as one of the most important management techniques. In this paper, the authors advocate a procedure which incorporates the establishment of dynamic function profiles (based on the future function requirements) and dynamic manager profiles (based on the likely and desired development of the managers). The future gap in the quality and quantity of the company's management is found by comparing the two sets of profiles. The description of this gap is the basis for recruitments and other MPD actions. The procedure is closely synchronized with the strategic planning procedure and can therefore be considered as part of the strategic management concept. Experiences with the procedure in a multinational company show that it can be successful provided that the system is open to the managers and non‐bureaucratic. Furthermore, it should not affect the normal powers of line managers with respect to their team formation.Despite all the attention it attracts, management planning and development (MPD) is still an underutilized management tool in many companies. Procedures are often either lacking or too bureaucratic. Reasons for this are the inherent limitations to planning with human beings and, on the other hand, the availability of a safety net in the form of a market of managers.
Screening policy options: An approach and a case study example
Authors: Thomas Howard 
Published: May 2007

AbstractThis paper examines screening procedures in the context of developing an understanding of, and dialogue about, strategic problems. Such a dialogue process is seen as providing a ‘thinking structure’ for policy type problems. Within this dialogue, many different inputs and analyses of assumptions should be reviewed and discussed as a prelude to policy choice.A case example drawn from the electronics industry is presented, followed by a discussion about the advantages and disadvantages of such approaches.
Strategic management in a new framework
Authors: Van Cauwenbergh Andre , Cool Karel 
Published: May 2007

AbstractThe present article is concerned with strategic management as a specific field of general management. The authors analyse the nature of strategy formation in complex organizations and present some tools for improving this critical activity. Section 2 sets out with a simple terminology and framework for the analysis of strategic management. Next, an open‐systems view is presented for analysing the strategic activity and a brief literature survey is added to support the concepts presented (Section 3). After discussing their own model of strategic management in complex organizations, the authors proceed to investigate the task of top managers in this specific field (Section 4).Finally, the concepts presented are confronted with specific management modes, drawn from literature reporting on German and Japanese business practice (Section 5).
Reconciling logical incrementalism and synoptic formalism—an integrated approach to designing strategic planning processes
Authors: Camillus John C. 
Published: May 2007

AbstractThe advocates of logical incrementalism and synoptic formalism in strategic planning emphasize, respectively, the interactive and analytical dimensions of the planning process. This paper suggests a framework for designing planning processes that permits a symbiotic integration of both approaches. In particular, synoptic exercises scheduled at intervals of more than a year, with incremental exercises in the intervening years are recommended.
Implementing the unrelated product strategy
Authors: Dundas Kenneth N. M. , Richardson Peter R. 
Published: May 2007

AbstractThere has been considerable debate over the viability of the unrelated product, or conglomerate strategy. The financial arguments for and against its viability are well known. However, the administrative imperatives for its successful implementation have not been well investigated. The paper argues that there are a number of critical administrative contingencies for successful implementation of this strategy which only a few unrelated product firms have recognized. These concern policies dealing with acquisition, divestment, portfolio structure, management and organization. The paper discusses each in turn, describing specific instances of success and failure to illustrate the major points of the argument.
Diversification strategy and profitability
Authors: Rumelt Richard P. 
Published: May 2007

AbstractPrior work has shown an association between diversification strategy and profitability. This paper replicates that association using more recent and complete data and goes on to investigate the sources of the association. Theoretical arguments are advanced which predict the association which will remain once the effects of varying industry profitability are removed. Empirical tests verify this prediction and permit the discrimination between the effects of industry and diversification strategy on profitability.
Diversification Strategies and the Experience of Top Executives of Large Firms
Authors: Song Jae H. 
Published: May 2007

AbstractPrior research by Berg and Pitts has shown that there is a difference in the diversification strategies followed by major corporations; this strategy depends upon the type of organizational structure at the corporate level. This paper extends research on diversification strategy by testing the hypotheses that the skills and competence of the incumbent chief executive officer of a major firm are associated with its diversification strategy. Using empirical data spanning the years 1965‐1980 for fifty‐three major U.S. firms that have diversified and grown, it is shown that the background and prior experience of the incumbent CEO of each firm is significantly associated with the diversification strategy of a firm. This has implications for boards of directors in their search for and selection of top level corporate executives, as well as implications for managers in search of executive jobs.
Effectiveness in marketing planning
Authors: Greenley Gordon E. 
Published: May 2007

AbstractThis paper is concerned with the assessment of effectiveness, despite the problems involved in its determination. The conventional approach to assessment is considered first. This is based upon a determination of the success of the planning in achieving its objectives. However, the problem here is that it does not consider the actual nature of the planning. A multidimensional approach is then considered, which attempts to overcome this problem, by measuring effectiveness within the planning system. The paper concludes that there are two types of effectiveness to be measured. However, although it recognizes the value of the conventional approach, the multidimensional approach is only seen to be useful in being an indicator to certain factors.
A diagnostic framework for planning
Authors: Leontiades Milton 
Published: May 2007

AbstractThe traditional framework for strategy formulation in the field of business policy is deliberately broad and generalized, so as to encompass an almost limitless number of potentially influential factors. There is also a need for a more focused view, a means for showing similarities and differences among firms and how these relate to strategy formulation—a framework, in other words, that allows companies to be diagnosed by key situational elements and uses these, in turn, to define the appropriate strategy alternatives. What is proposed is a framework based on three familiar key elements—organizational levels, management styles, and stages of growth—integrated with and related to four basic strategy alternatives.
The visible and the invisible hand: Resource allocation in the industrial sector
Authors: Bettis Richard A. , Prahalad C. K. 
Published: May 2007

AbstractThe standard economic analysis holds that resource allocation in the industrial sector is primarily a market process operating through the capital markets. The current political resurgence of free market economics has popularized this approach. Contrary to this approach the authors demonstrate that: (1) trends in the size, diversity and administrative complexity of firms; (2) structural features of the capital markets; and (3) the emergence of the state as a major source of capital in developed countries imply that internal organizational and political/ ideological considerations are also vital to understanding resource allocation in the economy.
The trade‐off between production and transportation costs in determining optimal plant size
Authors: Karnani Aneel 
Published: May 2007

AbstractAn important element of manufacturing strategy is to decide on the shipping radius and the size of a geographically focused plant. This decision involves a trade‐off between exploiting economies of scale in production by building a large plant and decreasing transportation costs by building a small plant. The paper presents a model for analysing this trade‐off. It is shown that scale economies in transportation facilitate the exploitation of production economies of scale. For an optimal sized plant, the ratio of transportation to production costs does not depend on the absolute cost levels in production and transportation, but only the economies of scale present in production and in transportation.
Business and national priorities for industrial development: Intersectoral consensus in Israel
Authors: Rosenberg Richard D. 
Published: May 2007

AbstractThis study describes a survey of experts chosen from Industry, Labour, and Government in Israel, who ranked and scored three business and four national goals in the context of industrial development. The business goals represented profitability, capital use and growth potential. The national goals involved human resource utilization, added value, foreign exchange conservation, and export of technologically advanced products.The findings support a hypothesis of consensus on goals and goal priorities between different sectors of the Israel economy, despite what might appear to be their divergent special interests. The findings also indicate overall consensus with respect to a balance between business and national goals. The study concludes that this consensus is the result of the need to respond to environmental threats and uncertainties which has created a sense of mutual interdependence among the sectors.
Approaches for the experimental examination of the dialectic
Authors: Cosier Richard A. 
Published: May 2007

AbstractA great deal of attention has focused on the potential benefits of the dialectic during strategic decision making. Some field studies have shown favourable perceptions of the dialectic. Exclusive use of field studies, however, is inadequate for a comprehensive evaluation of the dialectic. Controlled studies in the laboratory and the field are needed. Operationalizing the dialectic and measuring its effectiveness in controlled settings has been the subject of debate. This paper reviews three controlled approaches—lens model studies, creative task experiments, and case studies. The applicability of these approaches to dialectical research is discussed. Basic assumptions underlying controlled research are that the dialectic can be created in controlled settings and its effectiveness can be measured in terms of better decisions.
Diversifying acquisitions and financial relationships: Testing 1974‐1976 behaviour
Authors: Song Jae H. 
Published: May 2007

AbstractFifty‐four diverisifying acquisitions in manufacturing and mining industries from 1974 to 1976 are investigated in terms of sales growth rate, rate of return on assets, and current ratio of the acquiring and acquired companies. The average characteristics of acquired companies, classified by the characteristics of their acquiring companies, are compared. Results indicate significant structural matches between the acquired and acquiring companies to exploit strengths and avoid weaknesses in growth, profitability, and liquidity. It appears that firms try to balance their business segments in terms of product life cycle stages within a limit of maintaining proper levels of profit.