1,592 publications from this institution
There remains an unmet need for preclinical models to enable personalized therapy for ovarian cancer (OC) patients. Here we evaluate the capacity of patient-derived organoids (PDOs) to predict clinical drug response and functional consequences of tumor heterogeneity. We included 36 whole-genome-characterized PDOs from 23 OC patients with known clinical histories. OC PDOs maintain the genomic features of the original tumor lesion and recapitulate patient response to neoadjuvant carboplatin/paclitaxel combination treatment. PDOs display inter- and intrapatient drug response heterogeneity to chemotherapy and targeted drugs, which can be partially explained by genetic aberrations. PDO drug screening identifies high responsiveness to at least one drug for 88% of patients. PDOs are valuable preclinical models that can provide insights into drug response for individual patients with OC, complementary to genetic testing. Generating PDOs of multiple tumor locations can improve clinical decision making and increase our knowledge of genetic and drug response heterogeneity.
Based on a conceptual analysis, a two-dimensional self-report questionnaire for assessing workaholism (work addiction) is proposed, including (1) working excessively hard and (2) working compulsively. Using independent explorative and confirmative samples that include employees from The Netherlands ( N = 7,594) and Japan ( N = 3,311), a questionnaire is developed and psychometrically evaluated. Results show that both scales (five items each) are internally consistent and that the hypothesized two-factor structure fits to the data of both countries. Furthermore, convergent validity was shown with measures of excess working time and discriminant validity was shown with measures of burnout and work engagement. Workaholics who work excessively hard and compulsively have a high relative risk on burnout and a low relative risk on work engagement. It is concluded that the two-dimensional measure—dubbed the Dutch Workaholism Scale (DUWAS)—is useful tool in future (cross-cultural) research on workaholism.
The Job Demands-Resources Model: A critical review The Job Demands-Resources Model: A critical review The Job Demands-Resources model (JD-R model) has become popular among both researchers and practitioners. The current version of the model proposes that high job demands lead to strain and ill-health (the health impairment process), whereas high resources lead to increased motivation and productivity (the motivational process). We first review the model’s development and its assumptions and then present an overview of the main findings obtained with the model. Although the model’s predictions are largely supported, several critical comments can be made. These include the model’s epistemological status, the differentiation between demands and resources, the role of personal resources, the interdependence of the health impairment and the motivational processes, the direction of causality, and the model’s applicability at the collective/team level. Based on these issues, suggestions for future research on the JD-R model are proposed.
Organizations today have to change constantly. Although both practitioners and scientists agree that organizational change communication is the most effective strategy to improve employee adjustment to change, little is known about how change communication enhances more proactive employee reactions to change. The present study addresses employee job crafting behaviors (i.e., seeking job resources, seeking job challenges, and reducing job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that on the basis of their promotion or prevention regulatory focus, employees respond to organizational change communication via job crafting behaviors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a three-wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased job crafting behaviors for promotion focused employees, inadequate change communication is linked to increased job crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with adaptivity, and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus, and job crafting). Implications for management are outlined, and they are, thereafter, translated to a specific workplace intervention, which is proposed to organizations and managers.