Courage, leadership, and end-of-life care: when courage counts

As leaders, we must feel a sense of moral obligation to implement evidence about end-of-life care in our practice setting. Nurse leaders can help patients and families orchestrate a beautiful experience that is an alternative to futile, expensive end-of-life care. Preparation is key in helping staff provide the best level of care. A plan built around the best care for patients can integrate with many diverse positions and people. Courageous nurse leaders are well adapted to maneuvering through political traps and advocating for patients and their families. Everyone benefits personally and financially, including our communities and nation, when courageous leaders advocate successfully for effective end-of-life care.     

Consumption,preferences, and the evolutionary agenda

The purpose of this paper is to provide a preliminary evolutionary account of preferences, consumption and demand. This is particularly relevant for the study of innovation which offers consumers the opportunity to develop new behaviours. The paper approaches this question in two stages. First it recognises the importance of time as well as income constraints on consumer behaviour. Secondly, it develops a behavioural approach to consumption routines in terms of Herrnstein's concept of meloriation. In this account the focus is upon activities for which commodities and time are inputs and, with innovation, time is rescheduled on many fronts. Consumer learning is related to a replicator dynamic process. It is shown how changes in wages, prices and the time required to consume influence the demand for activities.     

Germany,the problem of leadership,and institution-building in EMU reform

ABSTRACT

This article examines the extent to which Germany has provided leadership in creating institutions to overcome the euro area crisis. Under which conditions does Germany act as a driver of institutional change, and what are the implications for the Economic and Monetary Union? Germany’s leadership record is mixed: while it took the lead in enhancing austerity, it refrained from fostering burden-sharing. As a result, EMU faces a persistent imbalance between enhanced institutions of supervision and insufficient institutions of financial assistance. Moreover, the article points out that current conditions for the emergence of German leadership in the euro area are unfavourable.     

Time, knowledge and evolutionary dynamics: why connections matter

Time matters because knowledge changes. Knightian uncertainty excludes correct procedures and proven knowledge, but makes room for imagination and creativity, which drive an evolutionary process. Human cognition relies less on logic than on pattern-making; we impose connecting principles to create patterns and causal linkages between them as representations of phenomena, which are imperfect and often subject to multiple interpretations. Stable patterns provide the necessary baseline for selection. Our personal patterns are supplemented by institutional regularities, and organisations of various kinds help to shape the development of knowledge, which grows by making connections at the various margins of existing knowledge.     

International status seeking, trade, and growth leadership

Abstract .  We study a two-country endogenous growth model where the utility of agents in developing countries is affected by consumption gaps with advanced economies. International status seeking tends to revert growth differentials in favour of the developing country. Preferences with endogenous status desire generate convergence in growth rates in the presence of structural gaps and convergence in income levels if productivity differences disappear. This process is driven by declining terms of trade and faster capital accumulation of the status seeker. The model predictions are shown to be consistent with the stylized facts that characterized the growth performance of East Asian economies.     

Separating complements: the effects of competition and quality leadership

The literature on the tragedy of the anticommons typically suggests that producers of complementary goods should integrate themselves. Recent decisions by the antitrust authorities seem however to indicate that there exists a tradeoff between the “tragedy” and the lack of competition characterizing an integrated market structure. In this paper we analyze such tradeoff in oligopolistic complementary markets when products are vertically differentiated. We show that quality leadership plays a crucial role. When there is a quality leader, forcing divestitures or prohibiting mergers, thus increasing competition, lowers prices and enhances consumer surplus. However, when quality leadership is shared, “disintegrating” firms may lead to higher prices. In this case, concerns about the tragedy of the anticommons are well posed in antitrust decisions.     

效益:企业永恒的追求

随着企业改制工作的不断深入，原有的中小国有企业已陆续从竞争性行业退出，从传统的计划经济体制向市场经济体制转轨，逐步与政府脱钩，真正走上了独立发展的道路。改制企业未来的发展走势将会怎样？如何应对我国加入WTO后的严峻挑战？如何面向市场提高经济效益？这已成为时下企业经营者和广大员工迫切关注的一个热门话题。笔者就此提出几点粗浅的看法，以期抛砖引玉，共同讨论。改变效益取向是改制企业适应市场经济发展趋势的必然选择改变效益取向，指的是企业效益取向由改革效益型向素质效益型转变。改革开放以来，国企改革经历了较长…     

Malthus's evolutionary model,expectations, and innovation

The conventional view of Malthus is one of a reactionary who failed to understand how innovation could refute his pessimism about population and economic growth. This article aims to show that this is quite incorrect, and has arisen primarily through failing to interpret Malthus as an evolutionary thinker. Malthus had little personal knowledge of the supply side of production in firms, and his growth model is entirely demand-led; but as such it remains one of the most complete demand-side explanations of economic growth in existence. The major role of innovations is highlighted in the article: Malthus's main point is that labour-saving innovation alone will not sustain economic growth in the long run, unless matched by growing demand-instead it would generate economic fluctuations. the article concludes by listing the range of such fluctuations espoused, from the very short run to the very long run (long waves).This article is a revised and shortened version of a paper delivered to the IXth Internationalen Demographischen Seminar at the Institut für Demographie, Humboldt University, Berlin, in October 1990. I should like to thank participants in that Seminar and also the two referees of this Journal for their supportive and constructive comments.     

CEO变革型领导行为、数字化能力与竞争优势： 环境不确定性的调节效应

随着数字经济的发展,数据和信息成为企业重要的资源和新的生产要素,企业运用数字技术和信息资源而产生的数字化能力逐渐成为动态能力的重要来源。本文依据资源基础理论,对数字化能力进行研究,开发并设计企业数字化能力量表,拓展动态能力的来源研究。本文通过对259份中高层管理者与员工的配对数据探讨变革型领导行为、数字化能力与企业竞争优势之间的关系,并讨论环境不确定性情境下变革型领导行为影响数字化能力的调节机制。研究结果表明：（1）变革型领导行为对企业竞争优势具有显著正向影响;（2）数字化运营和数字化创新分别在变革型领导行为与企业竞争优势之间起到中介作用;（3）环境不确定性正向调节变革型领导行为与数字化运营,及变革型领导行为与数字化创新间的关系。本研究从数字化能力视角拓展了动态能力的来源研究,并有效指导企业数字化转型的管理实践。     

Online networks,social interaction and segregation: an evolutionary approach

There is growing evidence that face-to-face interaction is declining in many countries, exacerbating the phenomenon of social isolation. On the other hand, social interaction through online networking sites is steeply rising. To analyze these societal dynamics, we have built an evolutionary game model in which agents can choose between three strategies of social participation: 1) interaction via both online social networks and face-to-face encounters; 2) interaction by exclusive means of face-to-face encounters; 3) opting out from both forms of participation in pursuit of social isolation. We illustrate the dynamics of interaction among these three types of agent that the model predicts, in light of the empirical evidence provided by previous literature. We then assess their welfare implications. We show that when online interaction is less gratifying than offline encounters, the dynamics of agents’ rational choices of interaction will lead to the extinction of the sub-population of online networks users, thereby making Facebook and similar platforms disappear in the long run. Furthermore, we show that the higher the propensity for discrimination of those who interact via online social networks and via face-to-face encounters (i.e., their preference for the interaction with agents of their same type), the greater the probability will be that they all will end up choosing social isolation in the long run, making society fall into a “social poverty trap”.     

Human capital and leadership: the impact of cognitive and noncognitive abilities

We conduct an economic analysis about the impact of human capital on an individual’s potential of becoming a leader based on data from the Programme for the International Assessment of Adult Competencies Survey (PIAAC). Our human capital indicators include not only traditional measures such as education and experience, but also various measures of cognitive and noncognitive ability. Our cognitive ability measures include numeracy, literacy, and problem solving abilities, and noncognitive ability measures include perseverance, motivation to learn, and social trust. We specifically investigate the effect of measurement error and reverse causality on the estimation results. We find that problem-solving ability is the most important in affecting leadership among cognitive ability measures, and perseverance shows the strongest impact among noncognitive ability measures. As a leader supervises more employees, the role of cognitive and noncognitive ability becomes more critical.     

Patient safety: the four domains of nursing leadership

The role of the nurse leader in patient safety can be characterized as follows: to establish the right culture; to infuse that culture with shared leadership so that the expert voice at the bedside is really defining the work; to possess the competencies necessary to coordinate and advance this complex initiative; and to forge both internal and external partnerships, because we will not be able to do this work alone. To further the work on this topic, nurse leaders who participated in the Nursing Leadership Congress are committed to identifying additional resources to help nurse leader colleagues drive patient safety efforts throughout their organizations.     

Nursing leadership: championing quality and patient safety in the boardroom

OBJECTIVE: Identify the extent to which hospital boards of trustees, CEOs, and CNOs are engaged in quality and safety at the leadership and governance level and how CNOs can support board engagement in quality and safety. BACKGROUND: Although research is emerging, still relatively little is known about the impact and interface of hospital boards of trustees, CEOs, and nursing executives related to improving quality and patient safety. METHODS: 73 telephone interviews were conducted with hospital board chairs, CEOs, and CNOs from a convenience sample of 63 U.S. hospitals. The interviews (22 of which were with CNOs) lasted 30 to 45 minutes and were supplemented by a focus group of five nursing executives. RESULTS: There are significant differences in the perceptions of CNOs versus those of board chairs and CEOs. CNOs reported a greater familiarity of landmark reports on quality and patient safety than board chairs. CEOs and board chairs gave substantially higher ratings to integration of quality planning. Boards have limited comprehension of salient nursing quality issues. CONCLUSION: CNOs have a critical role as boardroom champions of patient safety and quality improvement.     

The microfoundations of business cycles: an evolutionary, multi-agent model

This work presents an evolutionary model of output and investment dynamics yielding endogenous business cycles. The model describes an economy composed of firms and consumers/workers. Firms belong to two industries. The first one performs R&D and produces heterogeneous machine tools. Firms in the second industry invest in new machines and produce a homogenous consumption good. Consumers sell their labor and fully consume their income. In line with the empirical literature on investment patterns, we assume that firms’ investment decisions are lumpy and constrained by their financial structure. Simulation results show that the model is able to deliver self-sustaining patterns of growth characterized by the presence of endogenous business cycles. The model can also replicate the most important stylized facts concerning micro- and macro-economic dynamics.     

Selfishness, cooperation, the evolutionary point of view and its implications for economics

The assumed selfishness of market actors could be considered in the context of two perspectives: macroeconomic and microeconomic. The first concerns the market mechanism as the most effective from the social well-being or the wealth of a nation points of view. The latter is based on the premises of the nature of human beings. I have distinguished between two possible ways of understanding selfish forms of behaviour in the market: as rational economic behaviour i.e. the most effective from the gains and losses point of view (i.e. public interests in the works of A. Smith) or as selfish from the psychological point of view (this is mostly presented by J. S. Mill's theory). The first approach seems to be concerned with the creation of the most effective market mechanism from the State's point of view. In the context of historical processes over 400 years, cultural evolution “has been promoting” selfish behaviour; for example, it was widely presented in T. Hobbes' works and then for over 200 years, the theory of A. Smith has been supporting and moulding the institutional context of market and social behaviour. Thus, positive economics describes the market created by the ideas of a neo-classical paradigm, which is based on the normative premises of A. Smith and J. S. Mill. Moreover, the virtual market behaviour described by “effects” (f. e. Veblen's effect) and failures seems to be a manifestation of a discrepancy between market reality and the classical assumptions.The social evolution of human beings has been advantageous to the human species. Moreover, from the social point of view, pro-social behaviour is “natural” as well as desirable and it has been preferred by the cultural evolution. Competitiveness assumes that somebody has to lose, because someone gains. Cooperation looks for gains for all the players. The choice is political, and not imposed by selfishness.