Writing in Britain and Ireland, c. 400 to c. 800

No abstract available

Hacia un Modelo Teórico de Liderazgo Compartido e Innovación en la Empresa Familiar

We advocate shared leadership as a key mechanism for unlocking innovation in family businesses.  Family businesses, however, typically emphasize hierarchical leadership, reflecting the family power structure, which can pose challenges for successful innovation by limiting resources and knowledge sharing between family and non-family members. Shared leadership, enabled by both empowerment from formal hierarchical leaders, as well as self-leadership practices across the organization, can help to overcome this challenge by leveraging the familiness, and related social capital, present in family businesses. Exploring the impact of shared leadership on innovation, familiness and social capital are proposed to improve innovation in the family business. Shared leadership is proffered as a potentially powerful tool for tapping the potential of familiness, enhancing bridging ties, and building bonding ties, contributing to resources and knowledge sharing between familial and non-familial members. Theoretical implications, future research directions and implications for managerial practice are presented.Aunque las empresas familiares tienen a un liderazgo jerárquico, reflejo de la estructura de poder familiar, defendemos el liderazgo compartido como un mecanismo clave para fomentar la innovación en estas empresas, ya que el modelo jerárquico puede dificultar el éxito de los procesos de innovación al limitar el intercambio de recursos y conocimientos entre miembros familiares y no familiares. El liderazgo compartido surge tanto del empoderamiento de los líderes jerárquicos formales como de las prácticas de auto-liderazgo en la organización. Nuestro estudio propone que la familiaridad (familiness) y el capital social, elementos característicos de las empresas familiares, pueden desempeñar un papel fundamental en la mejora de la capacidad innovadora de estas organizaciones. El liderazgo compartido se presenta como una herramienta potencialmente poderosa para aprovechar el valor de la familiaridad, fortalecer los lazos de unión y de conexión, promoviendo así el intercambio de recursos y conocimientos entre miembros familiares y no familiares. Finalmente, se discuten las implicaciones teóricas, futuras líneas de investigación y consideraciones para la práctica directiva

LDC Export Diversification, Employment Generation and the 'Green Economy': What Roles for Tourism Linkages?

Pro-poor tourism is arguably one of the best green options for addressing LDC poverty, employment and economic diversification initiatives. Although often neglected as a serious policy option - and consequently most of its potential still remains untapped - tourism is the leading export for at least 11 LDCs, and the 2nd or 3rd largest export for another 11 or more. It is also a major source of new employment, especially for women, youth and the rural poor in general. While difficult to measure accurately, tourism's pro-poor impacts are directly related to the achieved level of inter- and intra-sectoral linkages. Taking export diversification, employment generation and the green economy in turn, the working paper analyzes feasible LDC alternatives, reaching the conclusion (within the limits of data availability) that - in contrast with the current overemphasis on agriculture and manufacturing - green tourism is demonstrably one of the areas of greatest current comparative advantage and development potential for the majority of LDCs, via its extensive upstream and downstream linkages/multiplier effects, employment-generating and poverty alleviation capacities, opportunities for export test marketing of new products, sustainability, and largely untapped export opportunities. An economy wide, primarily private-sector approach is an essential element for maximizing tourism benefits - including its multiple linkages with agriculture and manufacturing - together with a significant coordinating governmental role to minimize negative externalities. Unfortunately, there is no automatic guarantee that expanding tourism will significantly increase poverty alleviation or local employment generation: the necessary mechanisms must be explicitly included in tourism planning and implementation

Human Enterovirus 71 Disease in Sarawak, Malaysia: A Prospective Clinical, Virological, and Molecular Epidemiological Study

Background. Human enterovirus (HEV)–71 causes large outbreaks of hand-foot-and-mouth disease with central nervous system (CNS) complications, but the role of HEV-71 genogroups or dual infection with other viruses in causing severe disease is unclear. Methods. We prospectively studied children with suspected HEV-71 (i.e., hand-foot-and-mouth disease, CNS disease, or both) over 3.5 years, using detailed virological investigation and genogroup analysis of all isolates. Results. Seven hundred seventy-three children were recruited, 277 of whom were infected with HEV-71, including 28 who were coinfected with other viruses. Risk factors for CNS disease in HEV-71 included young age, fever, vomiting, mouth ulcers, breathlessness, cold limbs, and poor urine output. Genogroup analysis for the HEV- 71–infected patients revealed that 168 were infected with genogroup B4, 68 with C1, and 41 with a newly emerged genogroup, B5. Children with HEV-71 genogroup B4 were less likely to have CNS complications than those with\ud other genogroups (26 [15%] of 168 vs. 30 [28%] of 109; odds ratio [OR], 0.48; 95% confidence interval [CI], 0.26–0.91; ) and less Pp.0223 likely to be part of a family cluster (12 [7%] of 168 vs. 29 [27%] of 109; OR, 0.21; 95% CI, 0.10–0.46; P ! .0001); children with HEV-71 genogroup B5 were more likely to be part of a family cluster (OR, 6.26; 95% CI, 2.77–14.18; P ! .0001). Children with HEV-71 and coinfected with another enterovirus or adenovirus were no more likely to have CNS disease. Conclusions. Genogroups of HEV-71 may differ with regard to the risk of causing CNS disease and the association with family clusters. Dual infections are common, and all possible causes should be excluded before accepting that the first virus identified is the causal agent