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 barriers existed at two distinct levels: 1) organizational and 2) cultural.

6 l stages of life and are related to both the organizational and activational effects of gonadal hormo

7 fundamental similarity, prodigious chemical, organizational and architectural diversity is revealed.

8 he participants are presented including both organizational and educational/clinical solutions.

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

10 ctivities, but constraints including lack of organizational and institutional commitment and financia

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

12 Deployment of an organizational and predictive framework for exposure sci

13 Each event gives remarkable organizational and social experience for students runnin

14 Each PICU had similar organizational and staffing structures.

15 Thus the organizational and structural details of its many subuni

16 ld focus on the impact of other factors (eg, organizational and systems of clinical care) on risk of

17 thoc analysis, we conducted GWASs on several organizational and topological network measures derived

18 larity have renewed our understanding of the organizational and variational properties of complex phe

19 Organizational and wider health system factors influence

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

21 s absence is associated with adverse health, organizational, and societal outcomes.

22 on a wide range of interconnected temporal, organizational, and spatial scales, which span hours to

23 Independent variables were individual, organizational, and work environment characteristics and

24 This protocol provides guidelines for (i) organizational aspects of GWAMAs, and for (ii) QC at the

25 tural evolution need to address not only the organizational aspects of human societies, but also the

26 As the organizational aspects of providing care become more com

27 Organizational aspects, namely the implementation of pro

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

29 es to those related to physiologic needs and organizational audits.

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

31 The organizational basis of these context representations, a

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

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

34 Policy and organizational change focused on promoting NP work envir

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

36 rmal and informal settings is discussed, and organizational change processes and the challenges in pe

37 e the behavioral outcome of this progressive organizational change.

38 o enact the new practices and turn them into organizational change.

39 and process improvements, primarily through organizational change.

40 esign and execution of implementation plans, organizational changes in terms of expanding the task of

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

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

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

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

45 Organizational characteristics of the participating hosp

46 have examined the effects of individual and organizational characteristics on the use of evidence-ba

47 d data on resident assessments, RN staffing, organizational characteristics, and market factors to ex

48 ing home quality indicators, controlling for organizational characteristics, resources, resident case

49 published model variables and three included organizational characteristics.

50 illness burden, geographic input costs, and organizational characteristics.

51 Organizational climate and organizational culture theory

52 considered to be components of the models of organizational climate for creativity.

53 Organizational climate is briefly defined as the meaning

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

55 Organizational, clinical, and coagulation variables were

56 Employee satisfaction related to organizational commitment to employee safety and impact

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

58 onships hypothesized among job satisfaction, organizational commitment, intent to stay, and turnover,

59 areer nurses' turnover are job satisfaction, organizational commitment, job search, intent to stay, a

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

61 nt for understanding the types of subsequent organizational complexity.

62 Although organizational consolidation may increase some forms of

63 Therefore we propose that very simple organizational constraints that combine these motifs can

64 this research speaks to the influence of the organizational context on (un)ethical behavior, proceedi

65 addition of demographics, external context, organizational context, and work context variables were

66 e constructed through social interaction and organizational context.

67 become suicide terrorists, understanding the organizational contexts in which most suicide terrorism

68 itical role for PI(3)P in the RME-8-mediated organizational control of various endosomal activities,

69 e AP-2 interactome and reveal a new layer of organizational control within the endocytic machinery.

70 The association of organizational cultural characteristics and attitudes wi

71 regarding spontaneous awakening trials, and organizational cultural characteristics that might influ

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

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

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

75 Organizational culture is briefly defined as the basic a

76 Because organizational culture is increasingly understood as fun

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

78 The resulting organizational culture scale demonstrated high level of

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

80 Organizational climate and organizational culture theory and research are reviewed.

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

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

83 Short organizational delays before appendicectomy may safely i

84 These organizational delays may aid service provision, but pla

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

86 Organizational differences may, in part, account for the

87 ching hospitals rises in July as a result of organizational disruption and relative inexperience of n

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

89 ially improving patient safety and promoting organizational efficiencies.

90 eviate nursing shortages is the promotion of organizational efforts that will improve nurse recruitme

91 Such spillover effects reflect the extent of organizational efforts to reform care delivery and can c

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

93 Though frequently considered to be inert organizational elements, two recent reports implicate ki

94 te procurement performance with quantitative organizational environmental performance targets.

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

96 Increasing organizational ethics support may be a key approach.

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

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

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

100 Organizational factors accounted for the following perce

101 This study suggests that individual and organizational factors are important in explaining thera

102 political, religious/ideological, and social-organizational factors of suicide terrorism.

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

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

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

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

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

108 g how various individual attributes, job and organizational factors, family factors, and socioeconomi

109 This study found that organizational factors, human factors and technology fac

110 justment for sociodemographic, clinical, and organizational factors, sex remained an important factor

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

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

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

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

115 A common organizational feature of nervous systems is the existen

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

117 s and that developmental compartments are an organizational feature relevant to branched tubular netw

118 To examine the significance of this organizational feature, we studied the functional develo

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

120 Certain organizational features of brain networks present in the

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

122 Our data reveal organizational features of heteromeric AMPARs and provid

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

124 ientation columns are two of the distinctive organizational features of primary visual cortex in many

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

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

127 o all circuit topologies, our study revealed organizational features that generalized across function

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

129 iple ultrastructural variables revealed four organizational features.

130 segregated processing streams with distinct organizational features.

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

132 ining needs of expert clinicians and testing organizational "fitness for purpose" of entire hospitals

133 d binding modes and resulting supramolecular organizational forms were found to differ dramatically d

134 Vaccines for Africa (EVA) that served as an organizational framework for external consultants, PATH,

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

136 The organizational framework that we propose delineates epis

137 6K)-decorated filaments endowed with unusual organizational, functional, and staining properties; and

138 e gender disparity that exists at the top of organizational hierarchies.

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

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

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

142 Here we investigate their organizational interplay and show that glycosyltransfera

143 These data unveil an unprecedented organizational interplay between Golgi N-glycosyltransfe

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

145 An SBP addresses the organizational issues necessary to respond to massive bl

146 The construction of new organizational layers results from hierarchical evolutio

147 provide dividends but must be accompanied by organizational leadership commitment to sustaining the l

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

149 At an organizational level, participants identified that forma

150 Using these organizational levels as a scaffold, we then discuss str

151 fect multiple biological targets at multiple organizational levels, (ii) biological receptors differ

152 rk for the study of living organisms on many organizational levels.

153 aphic distribution of trait diversity across organizational levels.

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

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

156 Understanding the organizational logic of neural circuits requires deciphe

157 ntrations provide additional support for the organizational logic of the sulfide oxidation pathway in

158 e tuning properties of LTMR subtypes and the organizational logic of their peripheral and central axo

159 This comprehensive organizational map provides a framework for understandin

160 us meiotic extracts revealed motor-dependent organizational mechanisms in the spindle.

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

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

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

164 vel multisensory cortex shows functional and organizational modifications from the well-known pattern

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

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

167 e and skills of an individual within his/her organizational or institutional arrangements, and requir

168 is not necessarily associated with superior organizational outcomes, and

169 relation to staff job satisfaction and other organizational outcomes.

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

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

172 rtain subunits, the degree of structural and organizational overlap between budding yeast and metazoa

173 The organizational parallels seen among human and free-livin

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

175 erstanding of human error and individual and organizational performance.

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

177 The effects of BPA exposure during early organizational periods of development have been well doc

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

179 Institutional challenges included organizational policies governing monetary incentives an

180 Although organizational policies have the potential to increase s

181 y involves electronic health records (EHRs), organizational practice change, and payment reform.

182 ch builds on the "renaissance" of an ancient organizational principle and, hence, may represent an ex

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

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

185 dimer plasticity is relevant not just as an organizational principle but also as a subtle regulatory

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 f complex excitatory recurrence as a generic organizational principle in cortex.

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

190 This organizational principle is likely to apply to other sen

191 weights and distances to reveal an important organizational principle of brain connectivity.

192 These data reveal a basic organizational principle of mammalian cis-regulatory ele

193 Together, these results reveal a potential organizational principle of the human motor system, whos

194 entral face patches, thereby revealing a new organizational principle of the macaque face-processing

195 This result demonstrates a topographic organizational principle of the snake infrared system th

196 However, their organizational principle remains unclear.

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

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

199 gy as in real estate, location is a cardinal organizational principle that dictates the accessibility

200 support a role for temporal coherence as an organizational principle underlying auditory segregation

201 Here, we focus on molecular components and organizational principles emerging from the investigatio

202 Furthermore, the organizational principles followed by vPFC tracts in mac

203 We determined the organizational principles governing how dirty fruit flie

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

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

206 imaging (fMRI) provide a new window onto the organizational principles of brain function.

207 These findings show that the organizational principles of brain networks shape global

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

209 The systematic organizational principles of cortical sound processing r

210 ortical thickness fit the underlying genetic organizational principles of cortical thickness in a lon

211 between cognitive states reflects underlying organizational principles of human brain structure and f

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

213 d patterns of activity have failed to reveal organizational principles of the network and its structu

214 roaches aimed at deciphering the fundamental organizational principles of the nucleus.

215 scientists for centuries, yet there are few organizational principles or guiding rules for this high

216 eding network of Aplysia to characterize the organizational principles that allow a single network st

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

218 ll biology, it is important to determine the organizational principles that underlie assembly of comp

219 However, the organizational principles that underlie these changes ar

220 ure of TAD borders, underscoring that common organizational principles underlie TAD compartmentalizat

221 What are the organizational principles underlying body part responses

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 Our minimal system allows to study complex organizational principles, such as spatial control of di

226 ating a transitional point between those two organizational principles.

227 milarity matrices capturing the hypothesized organizational principles.

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

229 (RSA) of fMRI data to test multiple possible organizational principles: shape similarity, physical pr

230 mprehensive temporal network and reveals its organizational principles; it also highlights novel drug

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

232 resolution diagnostic curves capture complex organizational profiles in weighted graphs.

233 and asymmetric, which maintained comparable organizational profiles.

234 nd the world possess the same structural and organizational properties as spoken languages: In partic

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

236 re, we review the composition, function, and organizational properties of the PN in the context of in

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

238 opment of functional materials with tailored organizational properties.

239 mpirical networks display strikingly similar 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 c, economic, and employment data, as well as organizational records and participant observation.

247 ettings, services, and time, suggesting that organizational responses were associated with broad chan

248 We test whether the organizational rules that vPFC connections follow in mac

249 iculties items were: incorrect instructions, organizational rules, lack of supervisor support, and in

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

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

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

253 between the nucleoplasm and cytoplasm and an organizational scaffold for the nucleus.

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

255 e systematics, and still represents a common organizational scheme for teaching the evolutionary hist

256 ews and squirrels, suggest that parts of the organizational scheme of the pulvinar complex in primate

257 Additionally, we propose that the overall organizational scheme showed fundamental similarities to

258 ther the olfactory system utilizes a similar organizational scheme to facilitate odor detection.

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

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

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

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

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

264 ymptoms and greater benefit for academic and organizational skills.

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

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

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

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

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

270 Why have some plants lost the organizational stability in plastid genomes (plastomes)

271 plastome architecture in land plants confers organizational stability, as evidenced by the conserved

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 The organizational strategies described here are employed in

275 have provided insight into the molecular and organizational strategies underlying olfaction in mice.

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

277 Finally, the organizational structure correlated with patterns of inv

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

279 The results show a surprising organizational structure in which neuronal variability a

280 basis of these interactions and the overall organizational structure of such oligomers are poorly un

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

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

283 We sought to characterize the organizational structure, processes of care, use of prot

284 care delivery research (CCDR) focuses on how organizational structures and processes, care delivery m

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

286 wbacks and are inadequate to capture complex organizational structures in real networks.

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

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

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

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

291 ablishment of financial, administrative, and organizational support, and agreement and participation

292 el, particularly with respect to the broader organizational systems in which goals may operate.

293 us are established theoretical concepts from organizational theory that reflect cultural alignment an

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

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

296 Thus, these studies advance our organizational understanding of multisubunit E3 ligases

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

298 database, Plastid-LCGbase, which focuses on organizational variability of plastid genes and genomes

299 5 databases and 8 organizational Web sites were searched through 1 August

300 to structural characteristics of the ICU, an organizational-wide patient safety culture, an ICU cultu