The Architecture Of Cognition

OBJECTIVE
To determine the prevalence, type and treatment behaviour of women with urinary incontinence in four European countries.

SUBJECTS AND METHODS
Data were collected using a postal survey which was sent to 29 500 community-dwelling women aged ≥ 18 years in France, Germany, Spain and the UK. Subjects were asked about the type of urinary incontinence they had experienced and their treatment behaviour.

RESULTS
Of the women who responded, 35% reported involuntary loss of urine in the preceding 30 days; stress urinary incontinence was the most prevalent type. The lowest prevalence was in Spain (23%), while the prevalence was 44%, 41% and 42% for France, Germany and the UK, respectively. About a quarter of women with urinary incontinence in Spain (24%) and the UK (25%) had consulted a doctor about it; in France (33%) and Germany (40%) the percentages were higher. Overall, < 5% of the women had ever undergone surgery for their condition. While pads were used by half of the women, there were some differences among the countries.

CONCLUSIONS
Millions of women in Europe have urinary incontinence; the consultation and treatment rates were low in the European countries included in this study.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1464-410X.2003.04609.x

The prevalence of urinary incontinence in women in four European countries

aeo Introduction aeo The Five Factors aeo Consistent HR Practices: The Whole Can Be More Than the Sum of the Parts aeo Employment and Economics aeo Employment as a Social Relation aeo Voice: Unions and Other Forms of Employee Representation aeo Employment, Society, and the Law aeo Internal Labor Markets aeo High--Commitment HR aeo Performance Evaluation aeo Pay for Performance aeo Compensation Systems: Forms, Bases, and Distribution of Rewards aeo Job Design aeo Staffing and Recruitment aeo Training aeo Promotion and Career Concerns aeo Downsizing aeo Outsourcing aeo HRM in Emerging Companies aeo Organizing HR Appendix A: Transaction Cost Economics Appendix B: Reciprocity and Reputation in Repeated Interactions Appendix C: Agency Theory Appendix D: Market Signaling and Screening

战略人力资源 : 总经理的思考框架 = Strategic human resources : frameworks for general managers

Problems and Strategies in Services Marketing

List of Acronyms and Abbreviations List of Figures, Tables and Boxes Preface About the Contributors Part 1: Introduction 1. The Ecological Challenge in Organization Theory and Organizational Behaviour Ralph Meirna and Richard Welford Part 2: Framing the Organizational Dimensions of the Natural Environment 2. Defining the Problem: Diagnostic 'Tools' to Explore the Evolution of Unsustainable Practices in Organizations Tony Ernerson and Richard Welford 3. The Challenge of Ecological Logic: Explaining Distinctive Organizational Phenomena in Corporate Environmental Management Ralph Meima 4. Power, Organizational Culture and Ecological Abuse Tony Ernerson and Richard Welford Part 3: Developing Strategies for Managerial Action 5. Developing an Environmental Culture Through Organizational Change and Learning Minna Halrne 6. Reassessing Culture and Strategy: Environmental Improvement, Structure, Leadership and Control John Dodge 7. Culture Change, Pluralism and Participation David Jones and Richard Welford 8. Human Resource Management, Strategic Organizational Capabilities and Sustainable Development Tony Ernerson, Rdph Meimu, Romney Tansley and Richard Welford References Index

Culture and organizations

Purpose – The purpose of this paper is to propose a theoretical model that integrates the different groups of factors which influence the decision‐making process of international students, analysing different dimensions of this process and explaining those factors which determine students' choice.Design/methodology/approach – A hypothetical model is presented which shows the purchase intention as an independent variable dependent on five factors: personal reasons; the effect of country image, influenced by city image; institution image; and the evaluation of the programme of study. The consideration, whether conscious or unconscious on the part of the prospective student, of the different elements making up the factors included in this study will determine the final choice made by that student.Findings – The limitations of this study stem from the nature of the study itself. As a theoretical model, it aims to integrate the factors identified in the existing literature. Thus, future research must try to ex...

/pdf/international-students-decision-making-process-525wf30nec.pdf

International students' decision‐making process

Prevalence of urinary incontinence among Spanish older people living at home

Purpose – The purpose of this paper is to propose a framework integrating the types and levels of the determinants of brand country of origin (CO) recognition and to provide evidence on internet users’ brand CO recognition rates, using a sample of multi‐regional and global brands from a variety of product categories and countries.Design/methodology/approach – The authors integrate “level‐1” consumer and brand characteristics and “level‐2” product category and country effects in a single framework. Data obtained through an original on‐line survey hosted by Yahoo provide the basis for the empirical analysis. Seven hypotheses are tested using a two‐level cross‐classified random‐effect model (HCM2).Findings – It is found that: education is positively related with brand CO recognition; experience with brands is positively related with brand CO recognition; integration between the consumer and the country of a foreign brand is positively related with brand CO recognition; internet users’ classification performa...

Towards an integrative framework of brand country of origin recognition determinants: A cross‐classified hierarchical model

T he litera tu re on international human resource management (IHIThl) has emphasised the cribcal role of expatria tes for the first-stage and further development of the internationalisation process of corporations (Kobrin, 1988; Brewster, 1989). This occurs either because the process is based on the transfer of resources and capabilities to other markets (Penrose, 1959) with many of these competencies embedded in domestic human resources (Pucik, 1992; Teece, 1982)1 or because of the \'ery nature of the process, \\'hich forces the corporation te) de\'elop a cadre of international managers to perform coordinabon and control functions (Edstrom and Galbraith, 1977). The main roles of expatria te" in multinational corporations, as highlighted by Brewster (1989), are establishing foreign operations; enhancing company and country reputation and image; management developml'nt; coordination and control; and clwerage for the lack of local talent. Other authors have ,ldded that the particular roles of expatria tes will depend on the international strategy of the corporation (Edstrom and Lorange, 1984; Schuler et al, 1993). International strategies can be divided into three main types: domes tic, multidomestic, and global. The domestic firm cxpands its market to include other countries, but retains production facilities within domestic borders. The multidomestic firm has operations in many countries, each serung ItS own market; its ability resides in responding to local market needs. The global firm opera tes on a global scale in order to achieve economies of scale and to spread development costs over a larger area. A very deterministic approach is assumed, according to vvhich there i" a correspondence between different types of international strategy and HR staffing policies. Thus, while a multidomestic firm fills subsidiary positions with local managers (making use of expatriates mainly if there is lack of local talent), a domestic firm uses expatriates from headquarters, whose main role will be to control operations. Finally, a global firm develops a geocentric approach to staffing, according to which subsidiary and headquarter's positions are filled on the basis of skills and abilities rather than nationality (Perlmutter, 1969). Howe\'er, the recent literature on international management has adopted a 'process approach' (Prahalad and Betti", 1986; Hamel and Prahalad, 1989; Bartlett and Ghoshal, 1989), in which internationalisJtion and international competition are seen as cognitive processes or mental constructs shared by the 'dominant logic'2 of the organisation. This new approach entails a non deterministic view in relation to environment, strategy and staffing. The defenders of this \'ision reject the existence of an objective environment that exists independently of organisation~. lnstead, companies constantly act on the environment through their directors, and intl'rpret and attribute meaning to their actions (Weick, 1979). Strategies are not formulated b) rational decision-makers based on an objective analysis of the em'ironment, but rather by managers that rely on their own mental pictures of the wor/d, providing them with a vehicle for socially constructing reality (Salancik and Pfeffer, 1978). Similar/v, this dominant logic wil! also shape the direction of international staffing

/pdf/global-integration-without-expatriates-l198xquv6k.pdf

Global integration without expatriates

In the past ten years, Cuba has recorded the highest rate of growth in tourism arrivals of all Caribbean countries to become the third most popular tourism destination in the Caribbean region and the second destination in the region for Europeans. In the process, tourism has become Cuba’s most lucrative sector. Based on in-depth interviews with senior executives of Cuban and foreign international hotel chains operating on the island and desk research in and outside Cuba, it appears that the benefits for international operators in Cuba outweigh the risks involved. With its expansion of infrastructure and promotion of its history and ecotourism, the country will continue to play a major role as a tourist destination in the Caribbean, regardless of whether the U.S. embargo remains in place.

/pdf/hotel-and-tourism-development-in-cuba-opportunities-sj644ogv87.pdf

Julio Cerviño

Papers

International students' decision‐making process

Prevalence of urinary incontinence among Spanish older people living at home

Towards an integrative framework of brand country of origin recognition determinants: A cross‐classified hierarchical model

Global integration without expatriates

Hotel and Tourism Development in Cuba Opportunities, Management Challenges, and Future Trends