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Item does not contain fulltext, BACKGROUND: Clinical staging of adenocarcinoma of the gastroesophageal junction (GEJ) determines the curative treatment regimen containing either neoadjuvant chemotherapy or chemoradiotherapy followed by either gastrectomy or esophagectomy. The value of current diagnostic tools is a matter of debate. METHODS: A prospective database (2003-2013) was used to identify 266 consecutive patients with adenocarcinoma of the GEJ in order to evaluate the accuracy of endoscopic ultrasound (EUS) and computed tomography (CT) regarding tumor localization according to Siewert, nodal status and its consequences on treatment strategy. RESULTS: Overall accuracy in determining tumor localization was 73% for endoscopy/EUS and 61% for CT (p = 0.018). With endoscopy/EUS, the accuracy was 97%, 66% and 75% respectively for type I, II and III. With CT this was respectively 69%, 57% and 80%. The overall accuracy for determining N-status (N0/N+) per patient was 75% for EUS and 71% for CT. Accuracy for determining a positive nodal station in patients without neoadjuvant therapy was 77% for EUS and 71% for CT (p = 0.001). Accuracy for detecting positive upper mediastinal nodes was 80-92%, whereas for peritumoral and abdominal nodes this was 50-80% in both EUS and CT. In 8/266 patients (3%) the type of surgery changed due to intraoperative findings. A radical resection was performed in 233 patients (88%). CONCLUSIONS: Despite the suboptimal accuracy of determining tumor localization with EUS and CT, in only a small number of patients an intraoperative change of surgical treatment was needed. EUS is superior to CT in determining nodal status and tumor localization in GEJ tumors.

Jay Blumler deserves credit for introducing the comparative approach to the communication discipline. He and his long-time colleague, Michael Gurevitch, described comparative communication research as ‘an extending frontier of the field that deserves yet more intensive cultivation’ (Blumler and Gurevitch, 1995, p. 73). Their early pleadings have borne fruit, and the comparative approach has now extended to many subfields of the communication discipline, as the recent publication of the ICA Handbook of Comparative Research demonstrates (Esser and Hanitzsch, 2012a). Originally labelled as being in its ‘infancy’ (Blumler and Gurevitch, 1975), the state of comparative analysis has now reached ‘late adolescence’ (Gurevitch and Blumler, 2004). Although it has not yet attained mature adulthood (Mancini and Hallin, 2012), one may agree with Hardy’s assessment that comparative communication research has advanced significantly, and is producing ‘a common body of knowledge, theories and concepts’ (2012, p. 202). Uninformed comparison by convenience is becoming less and less defendable. Although comparative research has made more progress in some subject areas than in others (see Esser and Hanitzsch, 2012a), we are observing the gradual emergence of comparative communications as a recognized subdiscipline, comparable to comparative politics in political science.

Purpose: Observational learning within the leadership development of managers is under-theorized thus far. The purpose of this paper is to develop a theoretical argument that builds out from a relational leadership perspective to center on processes affecting observational learning. Design/methodology/approach: The contribution is to draw together research to build a holistic model of observational learning. A further contribution is to apply this model to the context of leadership development. Findings: The paper examines processes associated with attention, availability, access, attainability, motivation and social comparison with significant others in particular contexts. The paper takes a temporal perspective to examine the ways that such interaction appears to be most prominent at particular times. Research limitations/implications: The paper concludes by outlining the opportunities for applying this understanding of observational leadership learning within management development arenas and explore future directions for research. Originality/value: Observational learning has been relatively overlooked. Though the authors often "know" that leaders develop through experience, the role of observational learning in this experience is not well understood. This paper is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for management development interventions. © Emerald Group Publishing Limited.

Entrepreneurial ventures are often established, controlled and led through the commitment of individuals. This article problematizes the nature of the form of leadership relevant for the small business as it matures. In this way, it explores the temporal dimension to the appropriateness of distributed leadership in the context of the entrepreneurial business. The authors critique the opportunity that distributed leadership can bring to the maturing business. They illuminate a dilemma for entrepreneurs as to whether they should give up control for a broader distributed process of leading or continue a practice of leading that resonates with their essence of being entrepreneurial - independent, controlling responsive and opportunity driven. This dilemma is addressed by suggesting the contextualization of distributed leadership may offer the maturing business. The article concludes by reviewing development approaches that contextualize intervention and suggests a research agenda to contribute to a greater understanding of how leadership can become distributed in the maturing business. © 2011 The Authors. International Journal of Management Reviews © 2011 British Academy of Management and Blackwell Publishing Ltd.

Data are presented showing how middle managers in 47 countries report handling eight specific work events. The data are used to test the ability of cultural value dimensions derived from the work of Hofstede. Trompenaars, and Schwartz to predict the specific sources of guidance on which managers rely. Focusing on sources of guidance is expected to provide a more precise basis than do generalized measures of values for understanding the behaviors that prevail within different cultures. Values are strongly predictive of reliance on those sources of guidance that are relevant to vertical relationships within organizations. Hock ever, values are less successful in predicting reliance on peers and on more tacit sources of guidance. Explaining national differences in these neglected aspects of organizational processes will require greater sensitivity to the culture-specific contexts within which they occur.