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Lowes R 《Medical economics》2004,81(18):52-4, 56, 58 passim
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MacKenzie R 《Journal of insurance medicine (New York, N.Y.)》2001,33(1):106-109
The electrocardiogram (ECG) is a valuable screening tool for increased risk in underwriting life insurance applicants. This article discusses a recently described ECG pattern associated with a high risk of sudden unexpected death. 相似文献
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Titcomb C Braun R Roudebush B Mast J Woodman H;Mortality Morbidity Liaison Committee of the Society of Actuaries American Academy of Insurance Medicine Academy of Life Underwriting 《Journal of insurance medicine (New York, N.Y.)》2001,33(3):277-289
Evaluation of applicants for life insurance who have elevations of their liver function tests or an increased probability of alcohol abuse has always been difficult for underwriters. This paper reports the results of an intercompany study in which the pooled mortality experience of a group of insureds with evidence of alcohol abuse, an adverse driving record or elevations of the liver transaminases or gamma-glutamyl transferase is summarized. 相似文献
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The curse of the superstar CEO 总被引:1,自引:0,他引:1
Khurana R 《Harvard business review》2002,80(9):60-6, 125
When struggling companies look for a new chief executive today, the one quality they prize above all others is charisma. But once they've recruited a larger-than-life leader, they often find that their troubles only get worse. Indeed, as the author's new research painfully reveals, the widespread belief in the powers of charismatic CEOs can be problematic. Why? First, Khurana says, there's no conclusive evidence that charismatic leadership affects an organization's performance. And yet--as Kodak's story over the past decade reveals--when a company is faltering, boards feel compelled to oust the incumbent chief executive and bring in a corporate savior. Second, the insistence on finding a charismatic leader, combined with the undefinable nature of charisma, results in selection processes that are overly conservative and even irrational. Boards end up considering only candidates who have already achieved the rank of CEO or president at a high-performing, high-profile company, even if they are not right for the job. Third, charismatic leaders deliberately destabilize organizations. This can result in a more vibrant company, as it did at General Electric during Jack Welch's tenure, but it can also leave a troubled legacy for the organization to overcome, as GE, Ford, and Enron have all found. Faith in a company, a product, or an idea can unleash tremendous innovation and productivity. But the extravagant hopes invested in charismatic CEOs resemble not mature faith but a belief in magic. If we are willing to reconsider our notion of leadership, this age of faith can be followed by an era of faith and reason. 相似文献
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Giving mergers a head start 总被引:1,自引:0,他引:1
Mergers with substantial business overlap face a barrier to speedy integration: Antitrust regulations limit the information companies can share before a deal closes. But as Dow Chemical and Union Carbide found, premerger planning by "clean teams" of former employees can help merging companies hit the ground running. 相似文献
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D'Aveni R 《Harvard business review》2002,80(11):66-74, 133
Industry leaders frequently worry that their companies will fall victim to some revolutionary business model or disruptive technology. But new research shows that it's strategically better for incumbents to counter a revolution than to ignore or fully embrace it. Successful incumbents rely on one or more of five approaches to restrain, modify, or, if necessary, neutralize a revolutionary threat. A company that perceives a revolution in its earliest stages can use containment strategies. By throwing up roadblocks--raising switching costs, perhaps, or launching discrediting PR efforts--an incumbent can often limit the degree to which customers and competitors accept a nascent insurgency. And, sometimes, revolutions die there. If not, early containment buys a company some time to shape the revolution so that it complements, rather than supersedes, the incumbent's strengths. And even if shaping efforts fail, they can give an industry leader more time to work out how to absorb the threat by bringing the new competencies or technologies inside the firm in such a way that they don't destroy its existing strengths and capabilities. When revolutions have progressed too far to slow them down, incumbents must take a more aggressive tack. Neutralizing strategies meet a revolution head-on and terminate it--by, say, temporarily giving away the benefits offered by the challenger for free. Annulment strategies allow the market leader to leapfrog over or sidestep the threat. These five strategic approaches need not be used in isolation, as a detailed case study of the way Anheuser-Busch countered the craft-beer revolution dramatically demonstrates. Sensible industry leaders do not lead revolutions; they know they may not survive the attempt. Instead, they prefer to lead counterrevolutions. 相似文献