Leben nach Rektumkarzinom

Sexualit?t und Stoma - Obwohl eine Stomaanlage heute zu den Standard eingriffen z?hlt, hat sie weitreichende Auswirkungen auf das Leben der Erkrankten. Das gilt besonders dann, wenn Betroffene noch vergleichsweise jung sind. Wie kann eine junge Frau lernen, mit der Diagnose, dem Eingriff und dessen Folgen umzugehen? Und wie findet sie ihren Weg zu einer ver?nderten Sexualit?t?     

Investigating the immediate and long-term effects of job stressors on frontline service employees

Two studies investigate the immediate and long-term effects of job stressors on frontline service employees (FSEs). Using cognitive appraisal theory, we develop and test a conceptual model of two job stressors (crowding and emotional labor) that affect coping strategies and job outcomes. Study 1, which is a field experiment, investigates the immediate effects of crowding in a single firm. Study 2 extends the findings of Study 1 and investigates the long-term effects of emotional labor and crowding on FSEs across multiple firms. The results show that crowding has a negative impact on coping strategies and job-related outcomes. In addition, emotional labor can lead to long-term negative outcomes, such as emotional exhaustion and decreased job retention, for some FSEs. Consequently, service organizations should consider strategies or tactics that prevent high levels of customer crowding and help FSEs deal with emotional labor.     

Kurz kommentiert

Kurz kommentiert

Kurz kommentiert     

Marketing and the law

Marketing decisions are particularly vulnerable to legal rulings made in both the courts and the legislatures. The effective management of those legal implications challenges the modern marketing professional. Grasping marketing’s overall legal environment, including its governing case law, regulatory statutes and future trends, is essential. This review will provide analysis of recent court cases and legislation with particular emphasis on creatively assisting the marketer’s management of the legal factor.     

The European Emissions Trading Scheme: An exploratory study of how companies learn to account for carbon

European companies were confronted with new organisational challenges when the European Emissions Trading Scheme (EU ETS) was introduced in 2005. What were their cognitive sources for developing an orientation in this scheme? This paper presents original data from a survey of the University of Hamburg, dealing with companies’ responses to the EU ETS in 2005–2007. The survey was conducted three times and addressed all companies covered by the trading scheme in Germany, the United Kingdom, Denmark and the Netherlands (response rate of 19%–23% over three years). Results are provided on the share of companies that traded emission allowances, on the knowledge of their own CO₂ abatement costs, on the organisational unit that was responsible for decisions on emissions trading, and on the use of internal and external sources of advice. The data thus provides an insight into the cognitive resources that companies brought to bear when looking for an orientation in the new trading scheme. The sources of advice and the internal assignment of responsibility build the framework of competencies in which companies learn to account for carbon.     

Career and collaboration patterns in tourism research

Research collaboration has become an important characteristic of contemporary academia and is of prime importance for the academic career opportunities of young scholars. For the purposes of this study research collaboration is a formal manifestation of intellectual collaboration in scientific research and involves the participation of two or more authors in the production of a joint publication. The paper reports the findings of a quantitative online survey sent to tourism scholars to explore their career and collaboration patterns in co-authored publications in tourism research. The results indicate that there are divergent perspectives on research collaboration and that collaboration characteristics change as scholars progress through their careers. The paper proposes a research career lifecycle to explain the patterns in tourism research collaboration.     

Costs of providing infusion therapy for patients with inflammatory bowel disease in a hospital-based infusion center setting

Aims: Inflammatory bowel disease (IBD) (e.g. ulcerative colitis [UC] and Crohn’s disease [CD]) severely impacts patient quality-of-life. Moderate-to-severe disease is often treated with biologics requiring infusion therapy, adding incremental costs beyond drug costs. This study evaluates US hospital-based infusion services costs for treatment of UC or CD patients receiving infliximab or vedolizumab therapy.

Materials and methods: A model was developed, estimating annual costs of providing monitored infusions using an activity-based costing framework approach. Multiple sources (published literature, treatment product inserts) informed base-case model input estimates.

Results: The total modeled per patient infusion therapy costs in Year 1 with infliximab and vedolizumab was $38,782 and $41,320, respectively, and Year 2+, $49,897 and $36,197, respectively. Drug acquisition cost was the largest total costs driver (90–93%), followed by costs associated with hospital-based infusion provision: labor (53–56%, non-drug costs), allocated overhead (23%, non-drug costs), non-labor (23%, non-drug costs), and laboratory (7–10%, non-drug costs).

Limitations: Limitations included reliance on published estimates, base-case cost estimates infusion drug, and supplies, not accounting for volume pricing, assumption of a small hospital infusion center, and that, given the model adopts the hospital perspective, costs to the patient were not included in infusion administration cost base-case estimates.

Conclusions: This model is an early step towards a framework to fully analyze infusion therapies’ associated costs. Given the lack of published data, it would be beneficial for hospital administrators to assess total costs and trade-offs with alternative means of providing biologic therapies. This analysis highlights the value to hospital administrators of assessing cost associated with infusion patient mix to make more informed resource allocation decisions. As the landscape for reimbursement changes, tools for evaluating the costs of infusion therapy may help hospital administrators make informed choices and weigh trade-offs associated with providing infusion services for IBD patients.     

How industries change

It's fairly obvious: To make intelligent investments within your organization, you need to understand how your whole industry is changing. But such knowledge is not always easy to come by. Companies misread clues and arrive at false conclusions all the time. To truly understand where your industry is headed, you have to take a long-term, high-level look at the context in which you do business, says Boston University professor Anita McGahan. She studied a variety of businesses from a cross section of industries over a ten-year period, examining how industry structure affects business profitability and investor returns. Her research suggests that industries evolve along one of four distinct trajectories--radical, progressive, creative, and intermediating--that set boundaries on what will generate profits in a business. These four trajectories are defined by two types of threats. The first is when new, outside alternatives threaten to weaken or make obsolete core activities that have historically generated profits for an industry. The second is when an industry's core assets--its resources, knowledge, and brand capital--fail to generate value as they once did. Industries undergo radical change when core assets and core activities are both threatened with obsolescence; they experience progressive change when neither are jeopardized. Creative change occurs when core assets are under threat but core activities are stable, and intermediating change happens when core activities are threatened while core assets retain their capacity to create value. If your company's innovation strategy is not aligned with your industry's change trajectory, your plan for achieving returns on invested capital cannot succeed, McGahan says. But if you understand which path you're on, you can determine which strategies will succeed and which will backfire.