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The Tissue and Cell Bank of the HCL (Hospices Civils de Lyon) has, since 10 June 1999, consisted of the Skin Substitutes Laboratory (Laboratoire des Substituts Cutanés (LSC)) and the Cornea Bank. As the LSC had been ISO 9001‐certified since March 1997, our aim was to raise the Cornea Bank to the same level of quality, so as to coincide with the renewal of the LSC certificate. On 7 March 2000, the bank obtained an ISO 9001 certificate for its combined functions, only nine months after the merger of the Cornea Bank. The decree 99‐741 of 30 August 1999 demanded quality control. Our application for certification had anticipated this regulation. This helped us enormously when compiling the dossier accompanying the official request and was an essential element in obtaining the favourable response of the Agence Française de Sécurité Sanitaire des Produits de Santé on 21 June 2000.

This article uses stories from organisations to show how the “Helvig Square” can be an accessible and stimulating tool for managers learning to manage paradox. Many of us have been socialised and educated into binary, “either/or” thinking. As managers we find it hard to cope with current management dilemmas, such as how to plan and stay flexible, how to devolve decisions and keep corporate focus. In this article we build on the work of Pascale who uses the concept of paradox and working with “contending opposites”. This is important thinking, but we show how people can still be entrenched in opposing camps and unable to engage in meaningful dialogue. We explore how managers can expand their thinking through using the Helvig Square. This framework provides a tool which represents the problem more fully, offers a means of analysis and enables a focus on action.

The purpose of this paper is to propose an “extended conceptualization of the business case” including both organizational characteristics and institutional conditions to analyse employer involvement in extra statutory childcare and leave arrangements. Special attention is given to Central and Eastern European (CEE) countries.

The (multi‐level) multinomial regression analyses included company‐level data on human‐resource practices of 2,865 firms nested in 19 countries, representing all European welfare state regimes.

The extended business case appeared fruitful in order to explain variations in employer involvement. Particularly, state support was found to be negatively related to employer involvement. In the liberal regime, employer involvement was high, but variations across organizations were significant. In CEE‐countries, employer involvement was lowest, and did not vary by organizational business‐case factors.

The paper used data from a cross‐sectional survey. To capture the long‐term trends, dynamics and nuances in employer involvement within and across various institutional contexts, a longitudinal in depth study is needed.

While state support in many CEE countries is declining, the analyses showed that employers will not automatically step in by providing additional work‐family arrangements. Social partners could use institutional pressure to stimulate a balance between state support and employer involvement.

The extended business‐case perspective contributes to the theory on the institutional embeddedness of decision making of employers. Moreover, it adds to the knowledge on employer involvement in institutional contexts which have hardly been studied before.

The horror genre is and always has been populated by women, who can be seen to be at once both objectified and empowered. Building off the preexisting gender hierarchies and dynamics embedded in the history of horror cinema, this chapter looks at a number of New French Extremity films that assault audiences with unrelenting scenes of violence, torture and self-mutilation, which are performed almost exclusively upon or by women. Although the films of the New French Extremity have been dismissed as exploitative in their representations of wounded and suffering female bodies, their narratives also offer internal criticisms of the misogynistic portals of victimhood that are prevalent in the genre. Through a close analysis of the films Inside (Bustillo & Maury, 2007) (French title: À L’intérieur) and Martyrs (Laugier, 2008), this chapter will examine how both films deviate from the male monster/female victim dichotomy. Although the women of these films may start off vulnerable, they take charge of their situations, while also compacting the nature of feminine identity.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Since Thomas Kuhn (1962), a historian of science who gave ‘paradigm’ its contemporary meaning, the term ‘paradigm’ has been widely used in science and social sciences to refer to a theoretical framework or thought pattern in any given discipline, or broadly, a set of experiences, beliefs and values that affect individual perceptions of a reality and their subsequent reactions. A dominant paradigm is the widely held system of thought in a society at a particular period of time. For Kuhn, a dominant paradigm can be changed and replaced by a new one, which often occurs in a revolutionary manner in science. In social sciences, ‘paradigm shift’ implies the changing ways of understanding and organising a social reality.

The purpose of this paper is to assess the impact of five type II diabetes managed care programmes (MCPs) in clinical and economic terms at the community level in which these programmes function in the Provence‐Alpes‐Côte d'Azur region of France.

A prospective, controlled, before‐and‐after study (2001‐2004) compared diabetic patients who lived in departments (localities) with (the experimental group) and without a MCP (the control group). Quality of care was estimated by the conformity of health care professionals' practices when following‐up type II diabetes. Costs are compared from a health service perspective.

The study finds that of 626 patients enrolled, 529 lived in departments with an MCP and 97 patients in departments without. Type II diabetes follow‐up globally improved between the two study periods (2001 and 2004), but the study did not show significant differences between the two groups, except for the proportion of creatinine and ophthalmologic examinations, which were higher for the control group. The study did not find significant differences in the increase of costs between the two groups from 2001 to 2004.

This type of study could constitute a methodological model to assess the MCP's population impact.

MCPs probably did not reach a critical size in terms of patient recruitment and healthcare professional adhesion to have a significant impact at a population level.

The study highlights a number of points to consider for future MCPs in France.