National survey of the prevalence, incidence, primary care burden, and treatment of heart failure in Scotland

Objective: To examine the epidemiology, primary care burden, and treatment of heart failure in Scotland, UK. Design: Cross sectional data from primary care practices participating in the Scottish continuous morbidity recording scheme between 1 April 1999 and 31 March 2000. Setting: 53 primary care practices ( 307 741 patients). Subjects: 2186 adult patients with heart failure. Results: The prevalence of heart failure in Scotland was 7.1 in 1000, increasing with age to 90.1 in 1000 among patients greater than or equal to 85 years. The incidence of heart failure was 2.0 in 1000, increasing with age to 22.4 in 1000 among patients greater than or equal to 85 years. For older patients, consultation rates for heart failure equalled or exceeded those for angina and hypertension. Respiratory tract infection was the most common comorbidity leading to consultation. Among men, 23% were prescribed a beta blocker, 11% spironolactone, and 46% an angiotensin converting enzyme inhibitor. The corresponding figures for women were 20% (p = 0.29 versus men), 7% (p = 0.02), and 34% (p < 0.001). Among patients, 75 years 26% were prescribed a β blocker, 11% spironolactone, and 50% an angiotensin converting enzyme inhibitor. The corresponding figures for patients &GE; 75 years were 19% (p = 0.04 versus patients < 75), 7% (p = 0.04), and 33% (p < 0.001). Conclusions: Heart failure is a common condition, especially with advancing age. In the elderly, the community burden of heart failure is at least as great as that of angina or hypertension. The high rate of concomitant respiratory tract infection emphasises the need for strategies to immunise patients with heart failure against influenza and pneumococcal infection. Drugs proven to improve survival in heart failure are used less frequently for elderly patients and women.

The influence of national culture on the level and outcome of IS decision making in the IS maintenance/redevelopment decision

Would the outcome of a Global multinational organization’s decision be the same if the same decision were to be made in different countries throughout the world? Within the same organization, we propose that national cultural differences can influence decision making in different countries and cultural clusters. While much work has been done on organizational cultural influences, this study examines the influence that national culture has on organizational decision making in respect to the evolution/redevelopment decision that organizations face when a system is believed to be entering the obsolescence phase. Building on findings from the Globe research program, we show by empirical testing of a theoretical model that national cultural dimensions are significantly associated with a) the outcome of the decision to enhance or re-develop a system, and b) the organizational level at which such decisions are made. This research is significant as a means to improve management decision making, particularly with regard to the enhancement versus re-development decision. The research suggests that a relatively uniform sub-culture exists across the global IS project level but that national cultural dimensions play a more important role in determining the organizational management level at which decisions are made.

(Re)inventing the past: the politics of 'national' history in the Ukrainian classroom

This article examines how the Ukrainian state has used, and continues to use, history to forge collective identities in Ukraine. It assesses how history textbooks are utilised by the state as ‘tools’ to introduce schoolchildren to key historical episodes around which a modern Ukrainian national identity can be shaped. Attempts to ‘historicise’ Ukrainian national identity must answer fundamental questions such as: Who are we? Where have we come from? Where are we going? Who are we not? The final question is vital in understanding ‘who we are’ in comparison to the ‘other’. Thus, emphasis is placed on how the Ukrainian state is attempting to form an all-encompassing Ukrainian identity by distancing itself from Russia. The article argues that while a ‘national’ history is being espoused, a ‘regional politics of the textbook’ is subtly being allowed by the state to develop. This stands at odds with state attempts to create one universal, all-encompassing Ukrainian history.

A cross-national investigation into the marketing department's influence within the firm:toward initial empirical generalizations

An ongoing strong debate within the marketing discipline concerns the role of marketing within the firm. It has been frequently reported that the marketing function is in a deep decline. Marketing executives and academics alike are interested in the antecedents of this decline and potential performance consequences of this decline. Recent academic research have started investigations on this important topic. Using studies in single countries innovativeness and accountability of the marketing department has been reported as major antecedents of the influence of the marketing department within the organization. Academic research, however, does not provide convincing evidence for a direct link between this influence and business performance. Instead it shows that market orientation is a crucial intervening variable, as marketing department influence is positively related market orientation, which subsequently positively related to business performance. As noted prior research, however, studies firms in single countries. In this article we execute a cross-national study on the antecedents and performance consequences of marketing department influence in order to derive initial empirical generalizations. This study is executed in seven Western-oriented countries, including USA, UK, The Netherlands, Germany, Sweden, Israel and Australia. The study heavily builds on the framework developed in the 2009 Journal of Marketing article of Verhoef and Leeflang. This framework is tested per country and subsequently meta-analytic tests are used to derive initial empirical generalizations. An important empirical generalization is that innovativeness, the customer-connecting capabilities, and accountability of the marketing department are positively related to marketing department influence. Interestingly, a second initial generalization is that creativity of the marketing negative induces less influence. Our results also show a third empirical generalization in that firms having a CEO with a marketing background tend to have more influential marketing departments. Confirming prior research a fourth initial empirical generalization is that MD influence measures and market orientation are positively related. Market orientation is subsequently positively related to business performance. Our most important generalization is, however, that MD influence is positively related to business performance. Hence, beyond striving to become market oriented, firms should also aim to have strong marketing departments. These departments can create a stronger focus on the customer and can also coordinate marketing efforts. In order to become more influential marketing departments should: (1) acquire innovative capabilities, (2) be more connected to customers, (3) invest in accountability, and (4) be careful with be careful being too creative.

A cross-national investigation into the marketing department's influence within the firm

Both marketing academics and practitioners are debating the diminished role of marketing as a separate function within firms. In this study, which expands on previous research on Dutch companies, the authors focus on how the marketing department’s capabilities relate to business performance across countries. The authors collected data in seven Western countries—the Netherlands, Germany, Sweden, United Kingdom, United States, Australia, and Israel. They surveyed top marketing and financial executives, CEOs, and other top employees of profit-based middle-sized and large firms. Their findings show that accountability provides the most consistent predictor of influence, whereas the marketing department’s innovativeness and customer connection show less consistent results. Across the seven countries, the department’s integration with the finance department has a consistent but negative effect on the department’s perceived influence. The influences of marketing departments clearly differ across countries. Perceived influence is substantially higher in the United States and Israel than in other countries, whereas top management respect for the marketing department is substantially higher in Israel than in any other country. The study also found that the marketing department is well represented on the boards of companies in Sweden, Israel, and the United States. In most countries, marketing tends not to be organized as a line function. Some differences among countries emerge in the relationships between the marketing department’s influence and business performance. In Israel, the United States, the United Kingdom, Germany, and Australia, influence relates positively to business performance, whereas in the Netherlands, it has no influence. The results for Sweden suggest a negative influence. The authors conclude that a strong marketing department appears to benefit firms in most of the countries studied. The results imply that the marketing department should have input into boardroom considerations.

The role of SHRM in turning tacit knowledge into explicit knowledge:a cross-national study of the UK and Malta

We propose that strategic human resource management (SHRM) practices nurture a context of knowledge sharing where tacit knowledge can be turned into explicit knowledge and that this type of knowledge sharing promotes innovative behaviours. We draw on the fields of knowledge management and international human resource management to show why organisations need to turn tacit knowledge into explicit knowledge to gain most from their workforce skills and creativity. Findings from a couple of cross-national case studies show how SHRM promotes employees to interact and share knowledge so that there is a conversion of tacit knowledge to explicit knowledge that informs innovative behaviour. In Case Study 1, the focus is on a UK local authority that implemented a bundle of SHRM practices through a people management programme, which resulted in a flattened management structure. In Case Study 2, the focus is on a geriatric hospital in Malta that introduced a management presence to an interdisciplinary team working to improve patient care. The analysis also highlights the methodological contribution of qualitative research for enabling inductive enquiry that yields emergent themes - an approach not typically seen in SHRM innovation studies. © 2013 Taylor & Francis.