ライフサイエンスコーパス: organizational

1 In line with Reason's model of organizational accidents, active and latent errors coinc

2 ior in a wide range of social, economic, and organizational activities.

3 omprehensive data include all individual and organizational actors in the climate change countermovem

4 ial capital is increasingly recognized as an organizational advantage.

5 cus on hormonal, chromosomal, and epigenetic organizational and contingent, sex-dependent mechanisms

6 ct work outcomes, hospitals should implement organizational and educational initiatives to encourage

7 Prioritized structural factors included organizational and environmental considerations such as

8 essionals to enhance effectiveness of future organizational and ergonomic intervention efforts to pre

9 g surgical quality and volume, strengthening organizational and financial management and streamlining

10 e of imaging spectroscopy, SMOLM exposes the organizational and functional dynamics of lipid-lipid, l

11 allucinations in Parkinson's disease and the organizational and gene expression characteristics of th

12 urnout in ICU professionals and the value of organizational and individual interventions.

13 the role of healthcare system, informatics, organizational and practice-related factors on healthcar

14 Deployment of an organizational and predictive framework for exposure sci

15 Organizational and resident characteristics may not be r

16 knowledge and the skills needed at both the organizational and the individual levels to provide cult

17 al, ethical and privacy barriers, as well as organizational and workforce barriers.

18 imate antecedents at the individual, leader, organizational, and environmental levels and examine the

19 ent, motivational enhancement, and academic, organizational, and social skills training techniques we

20 Long-term, proactive individual, organizational, and societal infrastructures for clinici

21 f this problem, many medical centers lack an organizational approach for addressing patient conduct.

22 from establishing a centralized coordinating organizational approach.

23 vey recorded substantial variability of most organizational aspects that were not restricted by the c

24 Organizational aspects, namely the implementation of pro

25 itoring presented by patient population; (3) Organizational Aspects: Alarm Management, Education of S

26 Organizational assessments were completed at sites once

27 el Stroke National Audit Programme postacute organizational audit data) were categorized with a 17-it

28 udes, erroneous beliefs about screening, and organizational barriers are limiting screening uptake; a

29 The organizational basis of these context representations, a

30 isciplines, including economics, psychology, organizational behavior, politics, and biology.

31 Drawing on recent work on leadership in organizational behavior, we propose that voluntary leade

32 gy, economics, critical infrastructures, and organizational behaviour.

33 pacity for decision-making within and across organizational boundaries.

34 e secreted early in the process and serve as organizational centers of downstream intermediator compl

35 Policy and organizational change focused on promoting NP work envir

36 as revised iteratively as it was used in the organizational change process that led to an implementab

37 and process improvements, primarily through organizational change.

38 We find chromatin organizational changes associated with the transcription

39 es are highly relevant for investigating how organizational changes within the nucleus play a role in

40 volves electronic health records [EHRs] plus organizational changes) from those of EHRs alone.

41 l Transitional States), to discern chromatin organizational changes, demarcate lineage gradations acr

42 ode of adult medical admissions from Brazil (ORganizational CHaractEeriSTics in cRitical cAre study)

43 on, and understanding of operations), and 3) organizational characteristics (i.e., staffing models, a

44 n published and for the models to be free of organizational characteristics and to produce accurate p

45 published model variables and three included organizational characteristics.

46 l chiral phenomenon on a surface in terms of organizational chirality, that is, meso-isomerism, throu

47 red with the Nurse Practitioner Primary Care Organizational Climate Questionnaire (NP-PCOCQ).

48 Furthermore, we discuss how organizational coarse-graining can be applied to spatial

49 t optimize patients' care experience require organizational commitment to addressing cost concerns, c

50 ence of caring leaders, peer support, and an organizational commitment to safe, open cultures, may im

51 rking shift and leadership, job performance, organizational commitment, effort and reward style has b

52 to work environment, structural empowerment, organizational commitment, professional commitment, job

53 to fluctuating light occur across levels of organizational complexity from entire canopies to the bi

54 Thus, nano-COP unveils the organizational complexity of RNA processing.

55 nt for understanding the types of subsequent organizational complexity.

56 t fiber bundles, with reduced elasticity and organizational complexity.

57 level in stroke patients as measured by the organizational components of the Rey Complex Figure Test

58 The importance of adaptation [1-4] versus organizational constraints [5-7] in shaping common macro

59 cognition relationships are moderated by the organizational context of the overall network.

60 study showed that the characteristics of the organizational context, the leadership, and the behaviou

61 e constructed through social interaction and organizational context.

62 We find that mPSF is the organizational core of the machinery, while the conforma

63 as able to detect substantial variability in organizational culture across different hospitals and ma

64 dividuals' beliefs and behaviors, as well as organizational culture and practices.

65 res of patient safety culture, no measure of organizational culture has been widely endorsed in the m

66 ity and reliability of a scale for assessing organizational culture in the context of hospitals' effo

67 Because organizational culture is increasingly understood as fun

68 individuals over time and within a specific organizational culture or climate, which influences both

69 The resulting organizational culture scale demonstrated high level of

70 ope of implementation (5 reviews/overviews); organizational culture such as multidisciplinary teams a

71 sability of CPGs, resources, leadership, and organizational culture were external factors influencing

72 uch as medical diagnosis would be focused on organizational culture.

73 hnicity, or by contextual variables, such as organizational culture.

74 lications intended to improve individual and organizational decision making in health, public policy,

75 d calculator may help to inform clinical and organizational decision making.

76 ow to coevolve the design of EHR systems and organizational decisions about processes, roles, and res

77 of smart tissues' biological, mechanical and organizational detail to create advanced functional mate

78 bits high similarity in capsid structure but organizational differences in its CATC (pU11 tetramer).

79 Organizational differences may, in part, account for the

80 ne response to challenging situations due to organizational effect of prenatal hormonal milieu on adu

81 hese data provide rare evidence of enduring, organizational effects of ovarian hormones at puberty an

82 fter acute stress via their activational and organizational effects.

83 egadalton complex down to its most essential organizational elements, one can divide the NPC into sca

84 te procurement performance with quantitative organizational environmental performance targets.

85 es at single scales (e.g. temporal, spatial, organizational, etc.).

86 partially mediated the relationship between organizational ethics support and distress.

87 Increasing organizational ethics support may be a key approach.

88 Supplemental analysis revealed that organizational ethics support moderated the moral effica

89 ffects of the frequency of ethics issues and organizational ethics support on moral distress.

90 munication; (d) ethical environment; and (e) organizational ethics support.

91 st substantial economic value for policy and organizational expenditures for burnout reduction progra

92 been gained in economic impact and human and organizational factors affecting tele-critical care deli

93 er defining the role of MAC and facility and organizational factors that affect choice of endoscopic

94 uality, which could inform efforts on common organizational factors that affect high-quality care.

95 als may benefit from in-depth assessments of organizational factors that affect multiple aspects of h

96 We identified clinical and organizational factors that can serve as evidence-based

97 These findings suggest there may be common organizational factors that influence multiple disease-s

98 s, which include past experience base rates, organizational factors, education and training, and pers

99 isk adjustment, with a composite exposure of organizational factors, stratified by intensity of dayti

100 he employee and work-related issues or other organizational factors.

101 e origin, ubiquity, and significance of this organizational feature are discussed.

102 One prominent organizational feature of astrocytes is the "tiling" of

103 ffolding by ELFN2 in the brain is a cardinal organizational feature of group III mGluRs essential for

104 A common organizational feature of nervous systems is the existen

105 rs at excitatory synapses, revealing a novel organizational feature of synaptic architecture.

106 onal properties and connectivity is a common organizational feature of vertebrate nervous systems.

107 invariant patterns of nested variability, an organizational feature thought to reflect self-organized

108 ecedented mechanism that involves in cis Igh organizational features in combination with frequent S-r

109 ate many of the biochemical, structural, and organizational features of bona fide LBs.

110 Certain organizational features of brain networks present in the

111 These results link key organizational features of brain networks to brain-behav

112 Our data reveal organizational features of heteromeric AMPARs and provid

113 ination steps at the DNA level with specific organizational features of meiotic-prophase chromosomes.

114 l succession of Fgf8 lineage correlates with organizational features of serotonin neurons in these nu

115 These observations reveal both the organizational features of the internal CD signals withi

116 These results identify some organizational features of the ipRGC system that are can

117 ue palace exhibits certain architectural and organizational features similar to the royal palaces of

118 mes, but the biological implications of such organizational features were obscure.

119 iple ultrastructural variables revealed four organizational features.

120 segregated processing streams with distinct organizational features.

121 he two brains that in turn determines common organizational features.

122 ensitive nuclear morphological and chromatin organizational features.

123 Together, this work provides a detailed organizational framework for studying the DMN in individ

124 th increasing spatial scale, and offer a new organizational framework for the brain's spatial system,

125 ctional compartmentalization overview and an organizational framework of intracellular Rab-mediated v

126 a clinical, experimental, computational, and organizational framework to generate informative and acc

127 cal hierarchy that recapitulates established organizational gradients differentiating sensory-motor a

128 This article, which integrates federal and organizational guidelines with known risk factors for ca

129 uracy in noise and multiple talkers predicts organizational hierarchy of the ascending auditory pathw

130 omponents, their connectivity, geometry, and organizational hierarchy.

131 and protection from these instabilities and organizational homeostasis require both component turnov

132 ge of individual, sociocultural, and broader organizational influence on behaviors.

133 pproaches may provide a framework for future organizational innovations in ICU care tailored around p

134 The organizational integrity of the adaptive immune system i

135 However, organizational interventions are felt to be more effecti

136 ty and quality and improve patient outcomes, organizational interventions should be directed toward i

137 d nontechnical factors, such as workflow and organizational issues) that confound or influence these

138 The construction of new organizational layers results from hierarchical evolutio

139 d we suggest that it contributes to a higher organizational level of the AnkG/betaIV-spectrin network

140 At an organizational level, the annual economic cost associate

141 delivery of care and patient outcomes at an organizational level.

142 nterrelated individual-, interpersonal-, and organizational-level facilitators and barriers.

143 earch should identify modifiable worker- and organizational-level factors that improve worksite mosqu

144 Caregivers suggested several organizational-level solutions for provision of this sup

145 Caregivers suggested several organizational-level solutions to enhance psychosocial s

146 Across spatial scales and organizational levels, plant diversity is maximized in m

147 MDPEF; IC(50) = 5-16 nM) of QR2 at different organizational levels.

148 is distributed and coordinated at different organizational levels.

149 interact with forest ecosystems at different organizational levels.

150 ch could destabilize food webs at the higher organizational levels.

151 is proving a powerful method to uncover the organizational logic of cortical networks.

152 of muscle contraction, but the identity and organizational logic of local interneurons that lie at t

153 Understanding the organizational logic of neural circuits requires deciphe

154 information to each cortical region, but the organizational logic of thalamic projections has remaine

155 However, the organizational logic of the anterolateral pathway remain

156 This comprehensive organizational map provides a framework for understandin

157 length or number does not require more of an organizational mastermind than an immunohistochemical pr

158 Increasing diversity and inclusion among organizational membership has become a focus for many pr

159 d depressive symptoms), and social function (organizational membership, number of close friends, volu

160 factors (e.g. close relationships, friends, organizational membership, volunteering, cultural engage

161 effectiveness vs technology evaluation), and organizational models (investigator-led trials group vs

162 by large groups, and to explore alternative organizational models that emphasize decentralized and u

163 d using the terms: patient participation and organizational models to search for other examples of en

164 ne's area that exists in either of these two organizational modes.

165 The multiple networks share a common organizational motif (also evident in marmoset and macaq

166 rafts are widely believed to be an essential organizational motif in cell membranes.

167 (many biological, social, transportation and organizational networks) on a strong empirical basis.

168 is not necessarily associated with superior organizational outcomes, and

169 out is associated with negative clinical and organizational outcomes, its economic costs are poorly u

170 he Nursing Work Index and patient, nurse, or organizational outcomes.

171 ce Environment Scale and nurse, patient, and organizational outcomes.

172 cise definitive review of patient and family organizational participation in critical care as a high-

173 ocial control, cohesion among neighbors, and organizational participation.

174 erstanding of human error and individual and organizational performance.

175 e and maintain high levels of individual and organizational performance.

176 strongly connected ASCs are similar from an organizational perspective, unconnected ones tend to foc

177 Institutional challenges included organizational policies governing monetary incentives an

178 Although organizational policies have the potential to increase s

179 ong-term acute care hospitals employ several organizational practices that may be helpful in improvin

180 al-level (safe patient handling programs and organizational practices) and individual-level (percepti

181 munication and coordination using a range of organizational practices, including factors related to l

182 tic comparative analyses could identify best organizational practices.

183 Hospitals face significant financial and organizational pressures to integrate into networks.

184 ganized on the basis of retinotopy, but this organizational principle appears to lose prominence in t

185 nd mouse, we show the existence of a general organizational principle based on an exponential distanc

186 we uncover, in an adult vertebrate, a novel organizational principle for a key class of commissural

187 These causal results provide an organizational principle for the role of frontal cortex

188 ity of the auditory control network as a key organizational principle in cortical implementation of a

189 functionally matched patches is a prominent organizational principle in M1.

190 d neuropeptide signaling, we define a common organizational principle in the regulation of pan-neuron

191 rganized in arrays of nucleosomes, the basic organizational principle of chromatin.

192 the time constants of neural dynamics as an organizational principle of cortical computations.

193 However, their organizational principle remains unclear.

194 idually identified neurons, this uncovers an organizational principle shared with adult Drosophila an

195 ic higher-order structures reveals a general organizational principle that can be exploited for knowl

196 surfaces, have emerged as another important organizational principle within cells.

197 lar condensates are emerging as an important organizational principle within living cells.

198 s, demonstrating an evolutionarily conserved organizational principle.

199 Together, our findings identify new organizational principles and biophysical features of ba

200 However, the organizational principles and dynamic changes of the bac

201 Distinctions between cell types underpin organizational principles for nervous system function.

202 One of the most broadly used organizational principles in nature is encapsulation.

203 ns allowing to gain insight into fundamental organizational principles of biological cells.

204 es, have provided important insight into the organizational principles of cell membranes over the pas

205 ed scaling relationships [1, 2], they reveal organizational principles of circuits, make insights gle

206 s provides us a different perspective on the organizational principles of complex networks.

207 Understanding the organizational principles of fetal connectome organizati

208 ers and promoter-centric interactions reveal organizational principles of genome structure and functi

209 n subtypes of projection neurons and suggest organizational principles of long-range connectivity.

210 , it is a considerable challenge to decipher organizational principles of mammalian connectomes.

211 and function of proteins, as well as in the organizational principles of membrane-less organelles.

212 Here we examined the organizational principles of the GAP complex in ON-BCs.

213 psychiatric disorders in the context of key organizational principles of the human connectome and ob

214 enescence enhancer landscape and defines the organizational principles of the transcription factor ne

215 These studies reveal new organizational principles of vCA1 that may underlie its

216 ures of these maps adhere to the topographic organizational principles shared among the multiple maps

217 ical properties of chromatin to more nuanced organizational principles such as ubiquitous DNA loops.

218 We provide an overview of the organizational principles that characterize putative "dr

219 Our framework elucidates organizational principles that encompass but also extend

220 n data have boosted our understanding of the organizational principles that shape neural coding.

221 However, little is known about the organizational principles that underlie its divergent fu

222 t shares no sequence identity, regulation or organizational principles with SPI-1.

223 larval optic neuropil (LON) suggests common organizational principles with the adult fly and vertebr

224 functional connectivity follows small-world organizational principles, subnetwork structure is less

225 l complexity to reflect previously unnoticed organizational principles.

226 ating a transitional point between those two organizational principles.

227 sites, which was the linchpin for uncovering organizational principles.

228 e network model which utilizes two elemental organizational principles: proximal attachment outgoing

229 prescribing culture, physician behavior, or organizational processes contribute to overprescribing a

230 P < 0.01], primarily through improvements in organizational processes rather than clinical care.

231 They also strongly depend on organizational processes that take place during fetal an

232 rain function through hormonal effects (both organizational (programmed) and activational (acute)), s

233 drogens could serve as anchors to tailor the organizational properties of PAHs.

234 ct of BP-related network disturbances on the organizational properties of the brain (eg, communicatio

235 Here, we report organizational properties of the cutaneous and central a

236 structure-function relationship, though the organizational properties of these multicellular configu

237 the contribution of gene activity toward the organizational properties of tissues to be linked, bridg

238 opment of functional materials with tailored organizational properties.

239 ome and may be used to study its fundamental organizational properties.

240 erience is not the origin of its fundamental organizational property, category selectivity.

241 ivity is generally considered to be an inert organizational protein without catalytic function and ha

242 actors previously identified in business and organizational psychology literature including self-just

243 wer also used the Society for Industrial and Organizational Psychology Ototoxicity Scale (SIOP).

244 researched topic in educational, social, and organizational psychology.

245 ural idea systems as being constituted at an organizational, rather than an individual level.

246 Workflow requirements include organizational recognition of the need for clinic-based

247 c, economic, and employment data, as well as organizational records and participant observation.

248 d offer some best practices for facilitating organizational resilience and supporting health care wor

249 Our results highlight the remarkable organizational resilience of ant colonies to changes in

250 ng advantage, organizational specialization, organizational rigidity and the locus of innovation.

251 l androgen surge in males that could play an organizational role in LSt development.

252 lying that network subgraphs could represent organizational routines that enable better coordination

253 ere significantly associated with a positive organizational safety climate (Odds Ratio [OR]=2.76, 95%

254 study findings underscore the importance of organizational safety practices and culture to promote s

255 ationships with demographic characteristics, organizational safety practices, physical and psychosoci

256 erate across multiple spatial, temporal, and organizational scales.

257 The optimal organizational scheme enhances performance by selectivel

258 We discuss this need in relation to existing organizational schemes such as core versus matrix and fi

259 The program partnered with an expert in organizational science to identify fellowship position r

260 d by earlier empirical studies in social and organizational sciences.

261 It is emphasized that in organizational settings, the responses to same-sex attra

262 of genomics and development, and we identify organizational similarities between networks of genes th

263 combined his love of music and medicine with organizational skills to achieve successive careers as a

264 nge, 0.51-5.15) improvements in academic and organizational skills, such as homework completion and p

265 ymptoms and greater benefit for academic and organizational skills.

266 This study investigates the link between organizational social capital and work-home conflict in

267 alyses, we investigated associations between organizational social capital at the ward level and work

268 Our results support the hypothesis that organizational social capital is an important collective

269 utual trust, support and a 'sense of unity' (organizational social capital) can reduce an employee's

270 Given the many organizational, social environmental, and policy-related

271 ive nature of the social learning advantage, organizational specialization, organizational rigidity a

272 tanin as a central player in controlling the organizational state of the array.

273 gests the existence of multiple stable Golgi organizational states and provides a proof of concept fo

274 hase transitions has emerged as an essential organizational strategy that governs many aspects of cel

275 Release Society introduced a new, member-led organizational structure (called "CRS Focus Groups") tha

276 FMs are grouped into cloverleaf clusters, an organizational structure also seen in visual cortex.

277 ng processes for CHWs, (iii) existence of an organizational structure dedicated to community health i

278 y single-cell RNA-sequencing data to map the organizational structure of the human CD8(+) memory T ce

279 ly relative to non-human primates and has an organizational structure that mirrors the prefrontal cor

280 We compared ACO savings according to organizational structure, baseline spending, and concurr

281 entation science activities through a single organizational structure, linking front-line clinicians

282 major unanticipated stress on the workforce, organizational structure, systems of care, and critical

283 domains of leadership, perceived value, and organizational structure.

284 e roles of long non-coding RNAs, chromosomal organizational structures and the subnuclear localizatio

285 s in explaining change to mutually exclusive organizational structures of human life.

286 show that networks exhibit rich higher-order organizational structures that are exposed by clustering

287 y discrete territories and adopt specific 3D organizational structures that facilitate interactions b

288 ve pressure ulcer prevention should focus on organizational structures that support improved nurses w

289 and scalable, as well as new educational and organizational structures to improve systems-level inter

290 ng both the importance of diverse leaders to organizational success and shortfalls in diverse represe

291 At-risk nurses should receive organizational support and early monitoring to prevent t

292 e-moral distress relationship such that when organizational support was low, moral efficacy was negat

293 0.08]) with lowest scores related to setting organizational targets.

294 nd segregated patterns of urban mobility and organizational ties that differentially connect neighbor

295 Beyond a mere organizational tool, concentrating cellular components i

296 lygon distribution analysis, capturing other organizational traits that improve the characterization

297 Most research has focused on organizational turnover with few studies about internal

298 al locus level interactions and higher-order organizational units of the genome.

299 ch revealed several new types of spatial and organizational variability in brain networks, including

300 ipher the absolute protein stoichiometry and organizational variability of single beta-carboxysomes i