Investigating the Postmortem Molecular Biology of Cartilage and its Potential Forensic Applications

This study investigated the postmortem molecular changes that articular cartilage undergoes following burial. Fresh pig trotters were interred in 30‐cm‐deep graves at two distinct locations exhibiting dissimilar soil environments for up to 42 days. Extracts of the metacarpophalangeal (MCP) and metatarsophalangeal (MTP) joint cartilage from trotters disinterred weekly over 6 weeks were analyzed by Western blot against the monoclonal antibody 2‐B‐6 to assess aggrecan degradation. In both soil conditions, aggrecan degradation by‐products of decreasing molecular size and complexity were observed up to 21 days postmortem. Degradation products were undetected after this time and coincided with MCP/MTP joint exposure to the soil environment. These results show that cartilage proteoglycans undergo an ordered molecular breakdown, the analysis of which may have forensic applications. This model may prove useful for use as a human model and for forensic investigations concerning crimes against animals and the mortality of endangered species.     

An Inquiry into Balanced Scorecards within Best Value Implementation in UK Local Government

The aim is of this paper is to conduct an exploratory study into the use of Balanced Scorecards as an approach to implementing Best Value in UK local government. Furthermore, a participant-observation method is used to study the development into a Balanced Scorecard within local government.
There is a need to critically evaluate approaches to implementing Best Value so that local government can determine how to achieve the service performance levels laid down in the framework. There is a paucity of systematic studies exploring and critiquing the effectiveness of using the Balanced Scorecard in Best Value implementation. The paper describes an exploratory multiple case research study followed by longitudinal participant-observer research on Balanced Scorecard development in a Best Value context. The findings show that the Balanced Scorecard can play a key role in Best Value implementation. Moreover it is also useful in linking other improvement initiatives. However, the Balanced Scorecard process must be informed by organizational and environmental information that is both accurate and adequate. The audit functions of the Business Excellence Model go some way to providing this information.     

Evaluating the best value framework in UK local government services

The aim of this article is to conduct an exploratory multiple case analysis of local government delivery of Best Value by focusing on Environmental Waste Management Service (EWMS) delivery. EWMS is chosen as a key area of Best Value development and application. The Best Value framework was developed by the UK Government to introduce performance management to local government as part of the ‘Modernising Government’ agenda. There is a need to critically evaluate Best Value so that local government can determine if this is a suitable and sustainable framework for the management of public services and that it can make a contribution to increased public service effectiveness. The article describes an exploratory multiple case research study and shows that the imposition of Best Value in local government must recognise the complexity and diversity within local government services, rather than adopting an inflexible approach to deployment. There is a need to go beyond generalised performance measures and benchmarks and to attempt to understand the difficulties and complexities of localised conditions. Copyright © 2003 John Wiley & Sons, Ltd.     

The changing of the guard: Top management characteristics, organizational strain, and antitrust offending

From within an organizational strain perspective, this paper examines the effects of managerial succession, CEO background, decentralized management, and product dominant strategies on the reported corporate antitrust offending levels of 43 basic manufacturing companies over a 22-year period. In the aggregate, findings suggest that past illegal involvement predicts future offending; companies headed by finance and administrative CEOs have higher offending levels than do firms headed by CEOs from other backgrounds; a turnover in top management generally decreases offending levels; the pursuit of product dominant strategies increases the number of anticompetitive acts; and offending levels are unrelated to whether new leaders are recruited from within or outside the firm, whether the CEO is also Chair of the Board of Directors, or whether management is centralized or decentralized. The effects of some variables on corporate offending interact with firm performance.