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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]

The article presents the U.S. is faced with a severe projected shortage of physicians and surgeons in this environment, we believe that increasing specialty and subspecialty training is further widening the supply and demand gap. Topics include creating a culture where a patient with a pancreatic mass, and the paraesophageal hernia can only be taken care of if a surgical oncologist or hepatobiliary surgeon is available with a foregut or thoracic surgeon.

The author reflects on the absence of paternalistic leadership in cross-cultural leadership studies. Topics include the negative connotations of paternalism in the western countries, the representation of paternalism to the predominant leadership in the majority world, and the ethical issue of paternalism.

An introduction is presented in which the editor discusses various reports within the issue on topics including cross-cultural management, worker participation and rights, and paternalistic styles.

The author talks about the significance of cross-cultural management studies. He says that the obsession with ranking and rating journals is part of an evolving and dominant academic culture that excludes non-dominant forms of knowledge. He believes that cross-cultural management studies will change by 2022 and will make a bigger contribution to the wider social sciences.

The author offers observation on modernization theory in international management. Topics addressed include a study by L. Kemp and colleagues which explored the role of women in Islamic societies, problem of a modernization assumption in international management studies that the author believes cross-cultural management scholars should challenge, and insignificance of knowledge transfer for Chinese multinational enterprises operating in Africa.

Discusses various reports published within the issue, including one by Harzing et al. on the impact of the September 11, 2001 terrorist attacks on cultural values and cosmopolitanism.

An introduction is presented in which the editor discusses various topics within the issue on topics including Anglo-American management in businesses, social responsibility of business and moral aspects of businesses towards environment.

An introduction to the journal is presented in which the guest editor discusses the role of indigenous knowledge in improving cross-cultural management studies.

An introduction is presented in which the editor discusses various reports published within the issue which include cross-cultural management, the sociocultural phenomenon of guanxi, and the world system theory.

The author comments on the use of the competencies approach in human resources management (HRM) and the implications of the term "cross-cultural capital." He asserts that the instrumental approach which focuses on the idea of treating people as commodities like in Western cultures may not travel well across other cultures. The competencies approach is said to be used by Western companies aiming to link strategic objectives and recruitment through identifying necessary posts and competencies.

The article reflects on disconnect thesis in cross-cultural management scholarship by referring to the fact that African employees are not acting like collectivists. It mentions factors responsible for introduction of colonial institutions into Africa such as cultural background of the colonizing countries and interaction of colonizers with colonized societies and institutions.

An introduction to this issue of the "International Journal of Cross Cultural Management" is presented.

The author ponders on the debate between culturists and institutionalists in the U.S. He mentions the stance of social anthropologist Jack Goody on the dichotomy in the U.S. tradition of cultural anthropology between cultural studies on symbols and meanings and the social structures and social organizations. He says that there really is no debate because cross-cultural management scholars do not spend as much time as they ought in thinking about and conceptualizing the ideas they work with.