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Background: The Americas Hepato-Pancreato-Biliary Association (AHPBA) Education and Training Committee standardized a Hepatopancreatobiliary (HPB) Surgery Fellowship certification process in 2010. Several classes of fellows have since graduated from HPB, combined Society of Surgical Oncology/AHPBA, and combined American Society of Transplant Surgeons/AHPBA fellowships, but there is little information on their career outcomes. We seek to offer long-term data on the careers of HPB fellowship graduates.Methods: A 26-question anonymous survey was distributed among graduates of accredited programs for the last 10 years. We generated descriptive statistics from the responses.Results: The respondents were evenly distributed in terms of graduation years between 2010 and 2019. Fifty-eight percent of fellows had completed a prior fellowship, 82% received 1 to 3 job offers during the fellowship, and 75% of respondents were still at their first job. The majority of graduates (>60%) were able to secure a job with a >50% HPB practice and >40 HPB cases per year within 3 years of graduation. Overall, >90% candidates rated their satisfaction with fellowship training greater than 8 out of 10.Discussion: This survey helps shed light on the early formative years in the practices of HPB fellowship graduates. These data show that HPB fellowship training is essential and effective in providing job security and helps fellowship graduates develop a gratifying practice. [ABSTRACT FROM AUTHOR]

Results of a cross-cultural empirical study investigating differences of managers' attitudes towards ethical 'grey areas' and their influence on managers' decision making are reported. Findings reveal that the perceived behavior of managers'collegues is especially important, indicating that companies should place more emphasis on intervening in peer dynamics rather than trying to legislate conduct.

Maxadilan is a potent vasodilator suggested to share pharmacological and immunological properties with the calcitonin gene-related peptide. Exposure of vessels from isolated rabbit thoracic and abdominal aorta, carotid artery and iliac artery caused dose-dependent and endothelium-independent arterial relaxation. Pharmacological probes revealed that maxadilan-mediated arterial relaxation involved the activation of adenosine 3',5'-cyclic monophosphate but was inhibited by protein kinase A inhibitor H-89.

Militancy is a continuing process in many developing regions where entrepreneurial activities in the informal economy have the potential to transform lives leading to sustainable development through local initiatives. Often militancy originates in protest against global encroachment and defending the livelihoods of local communities. Yet this leads to detrimental effects on such initiatives. The study focuses on small and medium-sized enterprises (SMEs) in the Niger Delta in Nigeria and looks at how the lessons learned may be used in other developing regions facing similar issues. Findings suggest how violent conflict resulting in an adverse impact on enterprise development can be mediated by collective actions. [ABSTRACT FROM AUTHOR]

China's international engagement is changing geopolitical dynamics to an extent that Western governments appear concerned. Negative reports of this engagement in Africa abound, not least in the area of employment relations and human resource management. Yet currently there is a lack of serious management research and theory development in this area, leaving international HR managers to rely on anecdotal information. The way Chinese management engages with African workforces may be quite different from Western managers'. The current work suggests that understanding this engagement should be informed by China's recent anti-imperialist involvement in Africa, its commercial motivation coupled with its political-seeking motive, the values such as paternalism that modify Western influences on Chinese HRM that are brought to Africa, and possible synergies with African values. Yet the current work identifies from the current published evidence a disparity between China's professed strategic level of engagement and what happens at the organizational level, indicating that many Chinese organizations may be contributing to employment, but not to upskilling of workers, mutual learning, or engagement with local communities. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Several pathophysiologic changes after the Whipple procedure have been well described, but anemia has not. Post-surgical changes can impede micronutrient absorption. We hypothesize that patients post-pancreatoduodenectomy suffer from iron deficiency anemia. Patients who underwent a pancreatoduodenectomy from 2016 to 2018 were retrospectively evaluated. Preoperative, intraoperative, and postoperative data, including hemoglobin (Hb) levels and mean corpuscular volume (MCV) as well as therapies with chemoradiation, iron, and/or B12 were collected at 1-, 3-, 6-, and 12-months after surgery. The dataset included 74 patients (median age: 64 years). Mean preoperative Hb and MCV were 11.7 ± 1.9 g/dl and 90.1 ± 7.3 fl, respectively. Significant changes in Hb were noted at 1 and 6 months (11.7 vs 10.9, p = 0.01 and 11.7 vs 11.3, p = 0.003, respectively), and in MCV were noted at 6 and 12 months (90.1 vs 94.6, p = 0.008 and 90.1 vs. 93.7, p = 0.02, respectively). All patients remained anemic after pancreatoduodenectomy. This was not linked to chemotherapy. Iron and vitamin B12 supplementation, given in a minority, did not ameliorate the anemia. Future studies should investigate this lack of aid, as nutrient supplementation may be an important change in the standard of care of these patients. [ABSTRACT FROM AUTHOR]

The cultural perception that human beings are a resource to be used in the pursuit of shareholder value may be challenged by a view that people have a value in their own right. The two classic world systems of management, American and Japanese, may provide the archetypal distinction between two ways of valuing people in organizations and the basis of the ideal types which are referred to in the international management literature as Western and the converse non-Western management practices. There is a growing interest in the relationship between indigenous and Western cultures in the practice and development of management and organization internationally. If organizations are regarded as fulfilling collective social needs such as providing full employment, or serving the needs of people as part of a collective in-group, this may be reflected in the level to which organizations are seen to be fulfilling the needs of their people. Going against this type of view within individualistic societies may be a belief that the corporation has only a contractual obligation to its employees. In a society with collectivistic socio-cultural values, individuals may be valued as part of the wider collective.

There is currently a lack of empirical work on cross-cultural differences in ethical attitudes towards day-to-day management decision-making in organizations. Work that currently exists in the area of management ethics also lacks cultural explanations of differences. The present study tries to overcome these deficiencies by providing a model of ethical decision-making that is based on cultural antecedents, which may explain differences in judgements of ethicality, and consequential ethical attitudes or professed behaviour. This article reports a 10-nation empirical study that focuses on ethical `grey areas' that form part of the day-to-day decision-making in organizations across the globe. Countries were selected to represent variation along two cultural dimensions of `collectivism-individualism', and `uncertainty avoidance'. These dimensions were then used to explain national cultural differences in judgements of ethicality of decision items concerned with relations with external stakeholders, with the corporation and with the group. Results generally confirm that these dimensions, once elaborated to consider more recent detailed research, provide explanations for differences in ethical attitudes among national groups. This study points the way to further investigations based on cultural explanations of differences in managers' ethical attitudes and behaviour. KEYWORDS cross-cultural * ethics * international * management * values

Despite increasing Chinese MNE activity in emerging countries, there is a paucity of studies and critical analysis of expatriate management in Emerging Market Multinational Enterprises (EMMNEs). This article provides a needed critical evaluation of the literature and research, and identifies an agenda for research. Chinese firms' expatriation policies and practices should be viewed differently to those of Western firms. This has implications for policy regarding state MNEs in African countries, and individual Chinese MNE expatriation policies. There are potential synergies between Chinese and African cultural values, moderated by a low importance of the knowledge transfer role of Chinese expatriates. This may be moderated by the relational nature of career development including expatriate selection and a low emphasis on predeparture training. The main contribution of this work is to inform empirical research at organizational level by making explicit differences in Chinese MNE engagement in Africa to Western MNEs, how this may influence differences in expatriate policy and practices, and why this may contribute a different perspective to the extant expatriation literature. [ABSTRACT FROM AUTHOR]