Extravasation of plasma proteins in brain trauma

The cellular distribution of extravasated plasma proteins in cortical contusions was studied with an immunoperoxidase method using polyclonal antibodies against human plasma albumin, alpha 1-acid glycoprotein, alpha 2-macroglobulin, alpha 1-antitrypsin, transferrin, hemopexin, haptoglobin, fibrinogen, fibronectin and immunoglobulin G. The material consisted of 24 human autopsy brains with a primary diagnosis of cerebral contusion due to blunt trauma. The time interval between injury and death ranged between minutes and 7 years. Immediately after the trauma, a complete breakdown of the blood-brain barrier (BBB) occurred with hemorrhage and extravasation of all types of plasma proteins. This was followed by spreading of edema fluid within the extracellular space in and around the wound. Uptake of extravasated protein by glial cells began on the 3rd day followed by proliferation of reactive astrocytes whose ample cytoplasm appeared to serve as a reservior for the extravasated plasma proteins. Within the reactive astrocytes, plasma proteins and S-100 protein had a similar and diffuse distribution in the immunostained sections. The plasma proteins once incorporated into the glial cells remained unchanged for several years with little sign of degradation. It is suggested that the extravasated plasma proteins subsequent to uptake and processing by the glial cells, may serve some important physiological function in wound healing.     

Building successful technology transfer teams: A theory of cascading commitment

The attempt to transfer a technology from a publicly funded laboratory to a profit-oriented manufacturer can be a lengthy and complex process, involving several organizations and several key individuals within each organization. For example, a product technology transfer team may include the public lab itself, one or more end user organizations during product development and trial, a transfer agency, a public funding agency, the receptor manufacturer, and a private funding agency. Studies of such multi party transfers have suggested many factors that have contributed to their success or failure. We feel that most of these factors can be organized under the rubric of a more general theory of cascading commitment. Specifically, in this paper we propose that the likelihood of a transfer's success can be substantially affected by excellent management of the team building process by the public lab's R&D manager/director. Successful teams are built by gaining the commitment of appropriate individuals from appropriate organizations in a sequential cascading effect, by insightful and customized solicitation of each new team member to join at the appropriate stage of commercialization. To do this, the manager must be cognizant of, and individually appeal to, each new team member's perceptions of three sets of variables: evidence of the prior members' credibility, evidence of the prior members' commitment, and the set of personal benefits to be gained from participation.     

When random assignment fails: Some lessons from the Minneapolis Spouse Abuse Experiment

In this paper, we consider what may be done when researchers anticipate that in the implementation of field experiments, random assignment to experimental and control groups is likely to be flawed. We then reanalyze data from the Minneapolis Spouse Abuse Experiment in a manner that explicitly models violations of random assignment. As anticipated, we find far larger treatment effects than previously reported. The techniques developed should be useful in a wide variety of settings when random assignment is implemented imperfectly.     

Procedural fairness and work group responses to performance evaluation systems

In a variety of settings, procedures that permit predecision input by those affected by the decision in question have been found to have positive effects on fairness judgments, independent of the favorability of the decision. Two major models of the psychology of procedural justice make contrary predictions about whether repeated negative outcomes attenuate such input effects. If such attenuation occurs, it would lessen the applicability of procedural justice findings to some real-world settings, such as organizations, where procedures often provide repeated negative outcomes. The present laboratory investigation examined the procedural and distributive fairness justments produced by high- and low-input performance evaluation procedures under conditions of repeated negative outcomes. Thirty-five three-person groups of male undergraduates participated in a three-round competition. Groups either were or were not allowed to specify the relative weights to be given to two criteria used in evaluating their performance. All groups received negative outcomes on each of the three rounds. A second experimental factor varied whether or not the group learned after losing the second round that it could not possibly win the third and final round of the competition. Measures of procedural and distributive fairness showed that the high-input procedure led to judgments of greater procedural and distributive fairness across all three rounds. The input-based enhancement of fairness occurred regardless of whether reward was possible. The implications of these findings for theories of procedural justice and for applications of procedural justice to organizational settings are discussed.     

Is technology transfer more than a “mechanical” process?

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