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ObjectivesTo assess the outcomes of performing percutaneous nephrolithotomy (PCNL) in a modified supine position, more feasible for surgeons, anaesthetists, and operating theatre staff, as well as for the patient himself, and evaluating it in comparison to the standard prone position.Patient and methodsA retrospective, case-control study was conducted between January 2011 and December 2015. In all, 197 patient’s records were reviewed. The initial 101 patients were operated upon in prone position. From mid-2013, 96 patients were operated upon in a complete supine, flank-free position. The groups were compared in terms of operation time, calculated from positioning the patient after anaesthesia induction, insertion of ureteric catheter, puncture of renal system, until the end of procedure; stone-free rate; hospital stay; and postoperative complications, such as transfusion rate, fever, and urinary leakage.ResultsThere were two significant differences between the groups. Firstly, the operation time was a mean (SD) 32.3 (6.6) min shorter for the supine versus the prone position (P < 0.001). Secondly, hospital stay was a mean (SD) 1.2 (0.75) days shorter for the supine vs the prone position (P < 0.001). The complete stone clearance rate (85.4% for supine vs 79.2% for prone; P = 0.2) and postoperative complications (7.3% for supine vs 17.8% for prone; P = 0.02) were comparable in both groups.ConclusionSupine PCNL is a feasible procedure with similar outcomes in terms of stone-free rate as well as postoperative complications, to the standard prone PCNL. It reduces unnecessary delay that occurs during change of position resulting in significant shortening of the total operation time and surgeons can perform supine PCNL whilst sitting.

Purpose Based on the theory of crossover, the purpose of this paper is to explore the limited but growing body of research on positive crossover, wherein the authors investigated the direct and indirect crossover of work passion between the dyadic setting of leader and followers. The authors hypothesized that the leader’s (follower’s) work passion influence follower’s (leader’s) work passion through direct crossover phenomena (i.e. crossover via empathy). In the study, the authors also examined the underlying indirect crossover mechanism of leader’s (follower’s) work passion via personal identification – the process by which individuals (supervisors and subordinates) realize cognitive overlap between the self and other over time in a relationship. In an attempt to fully understand the crossover of leader’s (follower’s) work passion, the authors scrutinized the pattern of leader–follower relationship quality, which has the capacity to moderate the direct and indirect crossover of work passion from leader to follower and vice versa. Design/methodology/approach The authors conducted two independent studies and collected a time-lagged data from the dyadic settings of a large trade multinational company (n=77 supervisor and 373 subordinates) and a large manufacturing multinational company (n=89 supervisor and 411 subordinates) situated in Anhui province of China to test the authors’ moderated mediation model of work passion. Findings As expected the authors found support for all the authors’ hypothesized relationships. Specifically, the results provide support for the notion of direct and indirect crossover of work passion within leader–follower dyads. Moreover, the authors’ findings also support the moderated mediation model of direct and indirect crossover of work passion. Originality/value Overall, this study provides a potential way to stimulate work passion in employees (leader and followers) from the perspective of their relationship quality with each other. Moreover, implications for theory, research and practice with prospective future research topics are discussed.

Purpose Based on revenge theory and the three objectives of social interaction theory of aggression, the purpose of this paper is to develop a framework to answer why and when a subordinate’s own behaviour instigates abuse at the workplace. In particular, the authors argue that subordinate gossip behaviour instils in supervisors a thought of revenge towards that subordinate, which, in turn, leads to abusive supervision. Specifically, this hypothesised relationship is augmented when the supervisor feels close to the gossiper (i.e. psychological proximity). Design/methodology/approach The authors conducted two independent studies to test the moderated mediation model, which collectively investigate why and when subordinate gossip behaviour provokes abusive supervision in the workplace. A lagged study (i.e. Study 1: 422 supervisors and subordinates) in a large retail company and an experience sampling study (i.e. Study 2: 96 supervisors and subordinates with 480 daily surveys) in multiple organisations provide support for the moderated mediation model. Findings The two-study (i.e. a lagged study and an experience sampling study) findings support the integrated model, which has mainly focussed on instrumental consideration of abusive supervision that influences the supervisor–subordinate relationship. Originality/value The two-study investigation has important and meaningful implications for abusive supervision research because it determines that subordinate gossip behaviour is more threating to a supervisor when the subordinate and the supervisor are psychological close to each other than when they are not. That is because when they are close, the supervisor is not expecting gossip behaviour from the subordinate, thus giving rise to an abusive workplace.

Purpose The purpose of this paper is to examine the impact of Chinese listed family firms on lean innovation strategies. Additionally, the authors also examined the moderating role of CEO compensation on the family ownership and lean innovation strategies relationship. Design/methodology/approach Data is obtained from CSMAR database about Chinese family firms listed at Shenzhen Stock Exchange and Shanghai Stock Exchange. Panel data comprising of firm year observations from 2007 to 2016 is analyzed using STATA. Findings Family firms are proactive towards research and development investment (innovation input) as well as towards patent applications (innovation output). Moreover, family firms show propensity towards patent applications and towards converting their R&D investment into granted patent applications. CEO compensation negatively moderates the nexus between family firms and lean innovation which seriously needs to be addressed to reduce agency costs. Research limitations/implications The study has focused on Chinese market only. The study is useful for policy makers to address the serious concerns identified in the conclusion section, i.e. effectiveness of CEO compensation in addressing the lean innovation strategies in emerging economy like that of China. Originality/value Given the usually considered conservative approach of family firms towards innovation, this is the first study which has tested the moderating role of CEO compensation on family firms and lean innovation relationship in an emerging economy. This study is unique because it provides a detailed analysis of lean innovation process by splitting the process into different stages. The negative moderating impact of CEO compensation raises new concerns to resolve agency conflicts.