Search

Purpose: 68Ga-DOTATATE PET is becoming a popular imaging technique for detecting neuroendocrine tumors (NETs). The sensitivity and specificity of 68Ga-DOTATATE PET compared to standard cross-sectional imaging with triple phase CT or MRI with Eovist has not been studied extensively. Methods: 68Ga-DOTATATE PET scans ordered at our institution between 11/2017 and 7/2018 were reviewed. Patients with evidence of liver metastases were sorted and cross-sectional imaging results were reviewed. Specifically, the number of lesions detected by standard cross-sectional imaging versus 68Ga-DOTATATE PET was compared. Results: 32 patients with 68Ga-DOTATATE PET scans and a corresponding MRI or CT were identified. Primary tumors were pancreatic (43.8%), small bowel (25%), hepatic (9.4%), gastric (6.3%), appendiceal (3.1%), and not localized (12.5%). 26/32 (81%) patients had CT scans and 17/32 (53%) had MRI scans. 25/32 (78%) patients had at least equal or increased number of lesions identified on 68Ga-DOTATATE PET when compared with CT or MRI. 7/32 (21.9%) had fewer lesions on 68Ga-DOTATATE PET compared to CT or MRI. However, 3 of these cases had numerous liver lesions. The overall sensitivity and specificity of 68Ga-DOTATATE PET are 92.9% and 75% respectively. Conclusion: 68Ga-DOTATATE PET appears to have superior sensitivity in detecting metastatic NET to the liver. Further studies are needed to determine if it should be considered the test of choice for evaluating patients with metastatic NET to the liver. While standard cross-sectional imaging will be needed for surgical planning, 68Ga-DOTATATE PET will identify lesions that may not be seen on other imaging modalities. [ABSTRACT FROM AUTHOR]

The primary aim of this article is to help lay the foundations for mainstreaming indigenous research within international and cross-cultural management studies, taking sub-saharan africa as the primary and initial focus, and using the informal economy as an example. It sets out to critically examine the concept of indigenous, looking at how concepts and scholarship have been shaped by global dynamics, and the implications for developing empirical management research. it then discusses a research agenda and methods for undertaking indigenous management research, going on to discuss the importance of this to the further development of international and cross-cultural management within a global and changing context. Its contribution to scholarship is a more systematic re-examining of the concepts of indigenousness and indigenous knowledge drawing on a range of disciplines and what these concepts mean to undertaking management research that more thoroughly reflect global realities, while evaluating indigenous research methods that could be used effectively and appropriately in this endeavour. [ABSTRACT FROM AUTHOR]

Discusses the results of a cross-cultural empirical study in seven countries that investigated the differences in the way managers structure their ethical judgments regarding a company's loyalty to its employees. Comparison of managers' ethical judgments from East Asian and 'Anglo' countries; Cross-cultural differences in the structure and content of managers' judgments.

A cross-cultural empirical study is reported in this article which looks at ethical beliefs and behaviours among French and German managers, and compares this with previous studies of U.S. and Israeli managers using a similar questionnaire. Comparisons are made between what managers say they believe, and what they do, between managers and their peers' attitudes and behaviours, and between perceived top management attitudes and the existence of company policy. In the latter, significant differences are found by national ownership of the company rather than the country in which it is situated. Significant differences are found, for both individual managers by nationality, and for companies by nationality of parents, in the area of 'organizational loyalty'. The attitude towards accepting gifts and favours in exchange for preferential treatment, as a measure of 'societal values', is also found to show significant differences between national groups. However, no significant differences are found for measures for 'group loyalty', 'conflict between organizational and group loyalty' and for 'conflicts between self and group/organization'. The findings have implications for cross-border management decision strategies regarding such issues as receiving and giving of gifts, and the management of relations between local employees and international organizations which may be affected by differences in attitude to corporate loyalty. [ABSTRACT FROM AUTHOR]