Greater curvature antral flattening: A radiologic sign of NSAID-related gastropathy

We have occasionally encountered patients on nonsteroidal antiinflammatory drugs (NSAIDs) in whom double contrast barium studies revealed persistent flattening and stiffening of the distal greater curvature of the stomach. We therefore performed a study to determine the frequency of this finding in patients with NSAID-related gastropathy. Twenty-one cases of erosive gastritis, gastric ulcers, and/or gastric scarring associated with a known history of NSAID use were reviewed by two radiologists who made a joint decision regarding the presence or absence of greater curvature antral flattening. This finding was seen radiographically in five of the 21 patients (24%). Four of the five patients with antral flattening had associated erosions or ulcers in the gastric antrum. The remaining patient had antral flattening as an isolated finding. Our experience suggests that flattening of the greater curvature of the distal antrum, particularly if associated with erosive gastritis or gastric ulcers, is a useful radiologic sign of NSAID-related gastropathy.     

Intention and Stochastic Outcomes: An Experimental study

Do people care about intentions – even when good intentions do not produce good results? In our experiments we find that rates of punishment and reward react strongly to intentions (the wage a firm decides to pay) and more modestly to distributional outcomes (the higher or lower wage actually received including the stochastic component). For example, workers who end up receiving medium wages respond much more positively when this resulted from the firm offering a high wage but bad luck lowered the worker's pay than when this resulted from the firm offering a low wage and good luck raised the pay.     

Complex Ownership Structures and Corporate Valuations

The bulk of corporate governance theory examines the agencyproblems that arise from two extreme ownership structures: 100%small shareholders or one large, controlling owner combinedwith small shareholders. In this paper, we question the empiricalvalidity of this dichotomy. In fact, one-third of publicly listedfirms in Europe have multiple large owners, and the market valueof firms with multiple blockholders differs from firms witha single large owner and from widely held firms. Moreover, therelationship between corporate valuations and the distributionof cash-flow rights across multiple large owners is consistentwith the predictions of recent theoretical models.     

Fairness and the employment contract: North American regions versus Germany

Substantial evidence shows that North Americans are generallymore accepting of the market than Europeans and attribute marketoutcomes to a larger degree to effort or skill. Thus, NorthAmericans might be more accepting of layoffs and pay cuts thanGermans, and Germans might be more sensitive to the proceduresand conditions under which pay cuts and layoffs occur. The empiricalresults from our quasi-experiment are largely in line with thesehypotheses. The results may help to explain and be explainedby the different labour market institutions in the differentregions.     

What is (or should be) the difference between competency modeling and traditional job analysis?

We argue that Competency Modeling (CM) has the potential to fill an important void in Traditional Job Analysis (TJA), specifically the infusion of strategic concerns in day-to-day employee behavior. Moreover TJA and CM pursue fundamentally different goals, which those who argue for and against either of these human resource methods at times may overlook. To buttress this point we compare TJA and CM along six dimensions: purpose (describe versus influence behavior), view of the job (an object to be described versus a role to be enacted), focus (job versus organization), time orientation (past versus future), performance level (typical versus maximum), and measurement approach (latent trait versus clinical judgment). We conclude with a series of recommendations regarding ways in which TJA can be joined with CM so that an organization may achieve, among other outcomes, the critical purpose of directing employee behavior toward the accomplishment of its strategic objectives.