In recent years, companies have increased their use of internal and external sources in pursuit of

TREAT improved the rate of appropriate empirical antibiotic treatment while reducing antibiotic costs and the use of broad-spectrum antibiotic treatment.

Offshore wind turbines are designed and analyzed using comprehensive simulation tools (or codes) that account for the coupled dynamics of the wind inflow, aerodynamics, elasticity, and controls of the turbine, along with the incident waves, sea current, hydrodynamics, mooring dynamics, and foundation dynamics of the support structure. This paper describes the latest findings of the code-to-code verification activities of the Offshore Code Comparison Collaboration Continuation project, which operates under the International Energy Agency Wind Task 30. In the latest phase of the project, participants used an assortment of simulation codes to model the coupled dynamic response of a 5-MW wind turbine installed on a floating semisubmersible in 200 m of water. Code predictions were compared from load case simulations selected to test different model features. The comparisons have resulted in a greater understanding of offshore floating wind turbine dynamics and modeling techniques, and better knowledge of the validity of various approximations. The lessons learned from this exercise have improved the participants’ codes, thus improving the standard of offshore wind turbine modeling.

Our data are compatible with the hypothesis that some patients with sepsis experience an excess activation of the sympathetic nervous system, leading to a fatal outcome.

Lean is widely applied in hospitals but the impact tend to be limited. This paper investigates three possible explanations: maturity, complexity and the value concept and analyses the bearing of these in a case study of lean application in a large Danish university hospital. The results indicate that lean tends to be applied in secondary and support functions with a logistic character, and therefore has had a limited impact on the overall healthcare performance. The case study show that there are constraints related to low lean maturity, the complexity of processes and operations as well as differences in value perceptions among the different professions within the hospital. The conclusion is that lean is useful for hospitals, but the lean concept as well as its implementation methods need to be fitted to the organisational complexity and diverging values in hospitals in order to bring about a larger impact. It is therefore necessary to develop new models for the lean concept as well as the implementation of lean adapted to the particular context of hospitals with a stronger focus on patient experiences and on coordination of social relations.

PurposeThis paper sets out to integrate research on knowledge management with the dynamic capabilities approach. This paper will add to the understanding of dynamic capabilities by demonstrating that dynamic capabilities can be seen as composed of concrete and well‐known knowledge management activities.Design/methodology/approachThis paper is based on a literature review focusing on key knowledge management processes and activities as well as the concept of dynamic capabilities, the paper connects these two approaches. The analysis is centered on knowledge management activities which then are compiled into dynamic capabilities.FindingsIn the paper eight knowledge management activities are identified; knowledge creation, acquisition, capture, assembly, sharing, integration, leverage, and exploitation. These activities are assembled into the three dynamic capabilities of knowledge development, knowledge (re)combination, and knowledge use. The dynamic capabilities and the associated knowledge management activities create flows to and from the firm's stock of knowledge and they support the creation and use of organizational capabilities.Practical implicationsThe findings in the paper demonstrate that the somewhat elusive concept of dynamic capabilities can be untangled through the use of knowledge management activities. Practicing managers struggling with the operationalization of dynamic capabilities should instead focus on the contributing knowledge management activities in order to operationalize and utilize the concept of dynamic capabilities.Originality/valueThe paper demonstrates that the existing research on knowledge management can be a key contributor to increasing our understanding of dynamic capabilities. This finding is valuable for both researchers and practitioners.

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