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Journal articles on the topic 'Centralization'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Поленова and S. Polenova. "To the question on centralization of the accounting." Auditor 3, no. 4 (April 28, 2017): 47–52. http://dx.doi.org/10.12737/article_58f0743a67bb70.21824835.

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In article gives the analysis of some reasons, led to centralizations of formation of information in accounting of Russian and foreign companies, researches the interpretation notion, used at the study of the centralizations of the account, justifies author’s determination «general centre of the service», offers criteria for the estimation of efficiency of the centralization process in accounting.

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2

Mercer, Kenneth L. "Centralization." Journal AWWA 114, no. 5 (May 31, 2022): 1. http://dx.doi.org/10.1002/awwa.1915.

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DONELSON, RONALD, GREGORY SILVA, and KENNETH MURPHY. "Centralization Phenomenon." Spine 15, no. 3 (March 1990): 211–13. http://dx.doi.org/10.1097/00007632-199003000-00010.

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4

Vaughan, E. D. "Specialty centralization." British Journal of Oral and Maxillofacial Surgery 35, no. 2 (April 1997): 149. http://dx.doi.org/10.1016/s0266-4356(97)90709-9.

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Evaristo, J. Roberto, Kevin C. Desouza, and Kevin Hollister. "Centralization momentum." Communications of the ACM 48, no. 2 (February 2005): 66–71. http://dx.doi.org/10.1145/1042091.1042092.

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6

Han, Dong-Gu. "Centralization of Cult." Korean Journal of Old Testament Studies 16, no. 3 (October 2010): 257–76. http://dx.doi.org/10.24333/jkots.2010.16.3.257.

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Park, Sun Ryung, and Joo-Youn Jung. "Centralization through Consolidation." Peace Studies 25, no. 1 (April 30, 2017): 117. http://dx.doi.org/10.21051/ps.2017.04.25.1.117.

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Minas, Renate, Sharon Wright, and Rik van Berkel. "Decentralization and centralization." International Journal of Sociology and Social Policy 32, no. 5/6 (June 15, 2012): 286–98. http://dx.doi.org/10.1108/01443331211236989.

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9

Long, Audrey L. "The Centralization Phenomenon." Spine 20, no. 23 (December 1995): 2513–20. http://dx.doi.org/10.1097/00007632-199512000-00010.

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10

Peled, Alon. "Centralization or Diffusion?" Administration & Society 32, no. 6 (January 2001): 686–709. http://dx.doi.org/10.1177/00953990122019622.

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Galandiuk, Susan. "Standardization or Centralization." Annals of Surgery 262, no. 6 (December 2015): 899–900. http://dx.doi.org/10.1097/sla.0000000000001520.

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DIRSCHEL, KATHLEEN M. "Decentralization or Centralization." Nursing Management (Springhouse) 25, no. 9 (September 1994): 49???53. http://dx.doi.org/10.1097/00006247-199409010-00010.

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13

Kuhn, Peter, and Wulong Gu. "Centralization and strikes." Labour Economics 5, no. 3 (September 1998): 243–65. http://dx.doi.org/10.1016/s0927-5371(96)00027-9.

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Greenspahn, Frederick E. "Deuteronomy and Centralization." Vetus Testamentum 64, no. 2 (April 16, 2014): 227–35. http://dx.doi.org/10.1163/15685330-12341146.

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Abstract Biblical scholars have long attributed King Josiah’s reform to the influence of Deuteronomy and its call for centralizing the cult. Even those who trace the book’s origin to the Northern kingdom or regard chapter 12 as a late insertion understand it as requiring cult centralization. Since so much of modern biblical scholarship rests on linking Deuteronomy to Josiah’s reform, that chapter has been described as “an archimedean point” for biblical studies. However, the syntax of Deuteronomy 12 (especially verses 5 and 13-14) does not require that sacrifice be limited to a single place, though these verses may have come to be understood that way. As a result, the dating of other biblical books on the basis of their dependence on Deuteronomy or their awareness of cult centralization must be reconsidered.

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Montenegro, C. A. B., M. L. A. Lima, and J. Rezende-Filho. "WS15-03Fetal centralization." Ultrasound in Obstetrics and Gynecology 16 (October 2000): 27. http://dx.doi.org/10.1046/j.1469-0705.2000.00009-1-95.x.

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16

Prysmakova, Palina. "From compliance to commitment." International Journal of Manpower 37, no. 5 (August 1, 2016): 878–99. http://dx.doi.org/10.1108/ijm-12-2014-0253.

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Purpose – Building on institutional theories, the purpose of this paper is to test the relationship of organizational centralization and public service motivation (PSM), and to explore country’s centralization effect on it. Design/methodology/approach – The quantitative analysis of 390 responses from 42 social care and labor market public service providers operating in two countries with opposite administrative regimes – decentralized Poland and centralized Belarus. Findings – The Polish sample confirms previous observations. Organizational centralization correlates with PSM, while PMS dimensions do not act in concert. In contrast to others, self-sacrifice is positively associated with increased centralization. A country’s context has a strong mediating effect. The Belarusian sample revealed no relationship between organizational centralization and PSM. Because the main difference with Poland lies in the politico-administrative organization of the public sector, the findings suggest further examination of the county’s centralization effects. Democracy is not an imperative for higher PSM. Belarusian employees scored higher than the Polish on attraction to public service. Centralization of state administration does not necessarily indicate higher centralization in separate executive units. Polish organizations scored similar or higher on the questions of organizational centralization. Research limitations/implications – Context factors correlate differently with separate PSM dimensions, therefore, researchers should always look at PSM as a complex concept. Robust assertions about country’s centralization effect will require further tests on a larger sample of countries with different administrative regimes. Practical implications – Human resource (HR) managers in decentralized Poland could modify employees’ PSM behavior by altering the centralization level of an organization. In highly centralized Belarus, employees’ PSM is less responsive to centralization changes, thus, HR managers should recruit individuals with the initially high PSM. Originality/value – First PSM study with the primary data collected in a non-democratic country; first study to simultaneously address centralization on organizational and country levels.

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Hoveyan, Julieta, Eduard Asatryan, Saten Hovhannisyan, Ruzanna Papyan, Armine Lazaryan, Armen Mkhitharyan, Narek Matinyan, et al. "LMIC-05. THE ROLE OF CENTRALIZATION IN PEDIATRIC NEURO-ONCOLOGY: EVIDENCE FROM A DEVELOPING COUNTRY." Neuro-Oncology 26, Supplement_4 (June 18, 2024): 0. http://dx.doi.org/10.1093/neuonc/noae064.722.

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Abstract BACKGROUND Several studies from developed countries showed that centralization of pediatric cancer care is associated with survival benefits. The role of centralization might be crucial in pediatric neuro-oncology where multidisciplinary approach is essential. The aim of this study is to evaluate the impact of centralization in neuro-oncology in a developing country. METHODS In 2019, the consolidation of three pre-existing pediatric oncology units in Armenia resulted in the centralization of pediatric cancer care. After 2019 all patients undergo chemotherapy and follow up at the Pediatric Cancer and Blood Disorders Center of Armenia. This analysis compares demographic data, tumor characteristics and management of 54 patients diagnosed before centralization (2009-2018) and 66 patients diagnosed after centralization (2019-2023). RESULTS After centralization the incidence of recorded newly diagnosed CNS tumors in Armenia has dramatically increased (2.4 times). Six cases of CNS tumors diagnosed before 2019 were first registered after centralization. Assessment for metastatic status in embryonal tumors after centralization improved (20% vs 93.75%, p=0.0001). In addition, increased molecular testing was achieved (5.56% vs 31.8%, p=0.001). The number of patients getting access to multidisciplinary care and discussions via teleconference increased dramatically (5.56% versus 86.4%, p=0.0001). A trend toward a shorter median time from first symptoms to diagnosis was found (1.75-month vs 1-month, p=0.85). In addition, significant changes in the underlying pathology were recorded. Before and after centralization embryonal tumors, low-grade gliomas and high-grade gliomas accounted 37% vs 24.25%, 22.2% vs 31.8% and 11.1% vs 15.15% of CNS tumors, respectively. The availability of follow-up information marginally increased after centralization (83.3% vs 87.8%, p=0.48). CONCLUSIONS CNS tumors especially low-grade gliomas were frequently not registered before centralization. The current study proves that centralization helps to improve CNS tumors registration, diagnosis, and evaluation as well as facilitating multidisciplinary care. Further research is needed for evaluating the survival benefits of centralization.

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Möller, Johanna, and M. Bjørn Von Rimscha. "(De)Centralization of the Global Informational Ecosystem." Media and Communication 5, no. 3 (September 22, 2017): 37–48. http://dx.doi.org/10.17645/mac.v5i3.1067.

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Centralization and decentralization are key concepts in debates that focus on the (anti)democratic character of digital societies. Centralization is understood as the control over communication and data flows, and decentralization as giving it (back) to users. Communication and media research focuses on centralization put forward by dominant digital media platforms, such as Facebook and Google, and governments. Decentralization is investigated regarding its potential in civil society, i.e., hacktivism, (encryption) technologies, and grass-root technology movements. As content-based media companies increasingly engage with technology, they move into the focus of critical media studies. Moreover, as formerly nationally oriented companies now compete with global media platforms, they share several interests with civil society decentralization agents. Based on 26 qualitative interviews with leading media managers, we investigate (de)centralization strategies applied by content-oriented media companies. Theoretically, this perspective on media companies as agents of (de)centralization expands (de)centralization research beyond traditional democratic stakeholders by considering economic actors within the “global informational ecosystem” (Birkinbine, Gómez, & Wasko, 2017). We provide a three-dimensional framework to empirically investigate (de)centralization. From critical media studies, we borrow the (de)centralization of data and infrastructures, from media business research, the (de)centralization of content distribution.

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19

Hartman, Matthew H. "Tocqueville’s Centralization Well-Understood." Tocqueville Review 40, no. 1 (June 2019): 163–83. http://dx.doi.org/10.3138/ttr.40.1.163.

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20

Fox, Dennis R. "Beyond individualism and centralization." American Psychologist 41, no. 2 (1986): 231–32. http://dx.doi.org/10.1037/0003-066x.41.2.231.

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21

Aas, I. H. Monrad. "Organizational centralization in radiology." Journal of Telemedicine and Telecare 12, no. 1 (January 2006): 27–32. http://dx.doi.org/10.1258/135763306775321344.

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22

Edelman, Diana. "Hezekiah's Alleged Cultic Centralization*." Journal for the Study of the Old Testament 32, no. 4 (May 22, 2008): 395–434. http://dx.doi.org/10.1177/0309089208092138.

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23

Joulfaian, David, and Michael L. Marlow. "Centralization and government competition." Applied Economics 23, no. 10 (October 1, 1991): 1603–12. http://dx.doi.org/10.1080/00036849100000125.

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24

Hix, Simon. "Euroscepticism as Anti-Centralization." European Union Politics 8, no. 1 (February 6, 2007): 131–50. http://dx.doi.org/10.1177/1465116507073291.

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25

Roos, Leslie L., Sandra M. Cageorge, Noralou P. Roos, and Rudy Danzinger. "Centralization, Certification, and Monitoring." Medical Care 24, no. 11 (November 1986): 1044–66. http://dx.doi.org/10.1097/00005650-198611000-00008.

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26

Roos, Leslie L., and Sandra M. Sharp. "Innovation, Centralization, and Growth." Medical Care 27, no. 5 (May 1989): 441–52. http://dx.doi.org/10.1097/00005650-198905000-00001.

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27

Munson, Richard. "The Battle Over Centralization." Electricity Journal 25, no. 3 (April 2012): 98–100. http://dx.doi.org/10.1016/j.tej.2012.03.006.

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28

Van Fleet, David D., and Roger W. Hutt. "Entrepreneurial Preferences Regarding Centralization." Journal of Behavioral and Applied Management 17, no. 3 (September 1, 2017): 229–41. http://dx.doi.org/10.21818/jbam17.3.4.

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29

Henderson, J. V., and A. Kuncoro. "Industrial Centralization in Indonesia." World Bank Economic Review 10, no. 3 (September 1, 1996): 513–40. http://dx.doi.org/10.1093/wber/10.3.513.

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30

Ruta, Michele. "Lobbying and (de)centralization." Public Choice 144, no. 1-2 (October 16, 2009): 275–91. http://dx.doi.org/10.1007/s11127-009-9519-7.

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31

Lynch, Robert G. "Centralization and decentralization redefined." Journal of Comparative Economics 13, no. 1 (March 1989): 1–14. http://dx.doi.org/10.1016/0147-5967(89)90049-8.

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32

Fan, Xiaojun, Chang Chen, and Leping Yuan. "Centralization and Firm Performance: New Evidence on the Role of Firm Size." Wireless Communications and Mobile Computing 2022 (March 2, 2022): 1–17. http://dx.doi.org/10.1155/2022/2233484.

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Centralization has been regarded as an important factor in corporate governance in the academic and business communities. Although several studies have examined the relationship between centralization and firm performance, the conclusions remain mixed. We extend existing research by introducing firm size as a threshold variable into our model to explicate the complicated effects of centralization on firm performance. We found that a high degree of centralization can promote firm performance significantly in small- and medium-scale firms while inhibiting firm performance in large-scale firms. Using heterogeneity analysis, we found that centralization has a more significant positive impact on firm performance in private firms, family firms, and manufacturing firms than others. Furthermore, we explored the factors influencing the nexus between centralization and firm performance and found that centralization can improve the level of cost allocation management and technology innovation, driving firm performance but possibly resulting in overinvestment, which is harmful to firm performance. Our research provides guidance for companies to establish a decision-making power allocation that meets their scale-appropriate development needs.

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LAMB, D. W., H. SCOTT, W. L. LAM, W. J. GILLESPIE, and G. HOOPER. "Operative Correction of Radial Club Hand." Journal of Hand Surgery 22, no. 4 (August 1997): 533–36. http://dx.doi.org/10.1016/s0266-7681(97)80284-7.

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We have reviewed the clinical and functional results of 21 centralizations for radial club hand in 17 patients, 21 to 31 (mean 27) years after operation. There were 13 associated pollicizations. Although the ulna was always short, no premature fusions of the distal ulnar epiphysis were found. Overall upper limb function was assessed by grip strengths and Moberg and Jebsen tests of manual dexterity and was satisfactory. This review emphasizes the important roles of centralization and pollicization in the surgical management of children with radial absence.

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Rudzinski, Jan Krzysztof, Niels Jacobsen, Sunita Ghosh, Scott A. North, Naveen S. Basappa, Michael Paul Kolinsky, Eric Estey, and Adrian S. Fairey. "Centralization of radical cystectomy for bladder cancer in a universal healthcare system: Early results from a Canadian academic center." Journal of Clinical Oncology 36, no. 6_suppl (February 20, 2018): 516. http://dx.doi.org/10.1200/jco.2018.36.6_suppl.516.

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516 Background: Radical cystectomy for bladder cancer is a complex surgical oncology procedure. Centralization of this procedure to high volume, fellowship-trained surgeons may improve clinical outcomes. Our objective was to compare outcomes of radical cystectomy before and after centralization of care. Methods: A retrospective analysis of data from the University of Alberta Radical Cystectomy Database was performed. Eligible subjects were those with histologically proven urothelial carcinoma of the bladder (cTanyN1-3M0) undergoing curative intent surgery. Patients were classified into pre-centralization era (1994-2007; N = 523) and post-centralization era (2013-present; N = 134) cohorts for analyses. Pre-centralization era patients were treated by 1 of 11 urologic surgeons at 2 academic teaching hospitals. Post-centralization era patients were treated by 1 of 2 fellowship-trained urologic oncologists at 1 academic teaching hospital. Outcomes were overall survival, 90-day mortality rate, positive surgical margin (R1) resection rate, total number of lymph nodes evaluated, and 90-day blood product transfusion rate. The Kaplan-Meier method and multivariable regression analyses were used to analyze survival outcomes. Statistical tests were two-sided (p≤0.05). Results: The median follow-up duration in the pre- and post-centralization era was 33 months and 16 months, respectively. The predicted 2-year overall survival rate was 62% in the pre-centralization era and 84% in the post-centralization era (Log rank P = 0.0007; multivariable HR 0.40, 95% CI 0.24 to 0.68, P < 0.0001). Treatment in the post-centralization era was associated with lower 90-day mortality (6.3% versus 1.5%, multivariable OR 0.23, 95% CI 0.06 to 0.99, P = 0.049), R1 resection (13.0% versus 1.5%; multivariable OR 0.07, 95% CI 0.01 to 0.51, P = 0.009), and 90-day blood product transfusion (59% versus 6%, P < 0.0001) as well as higher total number of lymph nodes evaluated (7 versus 30 lymph nodes, P < 0.0001). Conclusions: Surgical treatment in the post-centralization era was associated with superior survival, cancer control, and perioperative outcomes.

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Sabrin, Mohammed. "The Effects of Centralization of Islamic Higher Education in Egypt: From the Medieval to the Modern." Social and Education History 7, no. 2 (June 23, 2018): 177. http://dx.doi.org/10.17583/hse.2018.3347.

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This study compared how, over time, the centralization of Islamic Higher Education affected educational quality, probity of school management and general levels of and appreciation for knowledge. This research involved comparing characteristics of Egyptian Islamic Higher Education at three pivotal points in time: the early medieval period (623-1300s C.E.); the 15th century; and the period of British and French colonization (the 19th and 20th centuries). The logic behind choosing these particular time periods for comparison was that they represented times of significant centralization/decentralization of Egyptian Islamic Higher Education. Upon analysis of the effects of centralization and de-centralization, it has been found that the centralization of Islamic Higher Education in Egypt has had negative effects. It was found that, over time, the centralization of Islamic Higher Education played a central role in decreasing educational quality, increasing corruption, and decreasing general levels of and appreciation for Islamic knowledge.

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Stienmetz, Jason L., and Daniel R. Fesenmaier. "Destination Value Systems: Modeling Visitor Flow Structure and Economic Impact." Journal of Travel Research 58, no. 8 (December 21, 2018): 1249–61. http://dx.doi.org/10.1177/0047287518815985.

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This study proposes that the structure of visitor flows within a destination significantly influences the overall economic value generated by visitors. In particular, destination network metrics (i.e., density, in-degree centralization, out-degree centralization, betweenness centralization, and global clustering coefficient) for 29 Florida counties were derived from 4.3 million geotagged photos found on the photo sharing service Flickr and then correlated with visitor-related spending reported by the Florida Department of Revenue. The results of regression analyses indicate that density, out-degree centralization, and in-degree centralization are negatively correlated with total visitor-related spending within a destination, while betweenness centralization is found to have a positive relationship. Based on these findings, it is concluded that the economic value generated by tourism is constrained by the destination network structure of supply-side and demand-side interactions. Further, it is argued that a “network orchestrator” approach to management can be used to better manage economic impacts within a destination.

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Nandi, Madhavi Latha, and Ajith Kumar. "Centralization and the success of ERP implementation." Journal of Enterprise Information Management 29, no. 5 (September 12, 2016): 728–50. http://dx.doi.org/10.1108/jeim-07-2015-0058.

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Purpose Centralization, which indicates distribution of decision-making power in organizations, is well-discussed in innovation literature as one of the influencing factors of innovation implementation. Motivated by a gap in enterprise resource planning (ERP) research, the purpose of this paper is to investigate the influence of centralization on the success of ERP implementation. Design/methodology/approach Centralization is characterized twofold: policy-related centralization (PRC) and work-related centralization (WRC). ERP implementation success is captured in terms of user acceptance and the use of the ERP system. Using organizational innovation theory, six hypotheses relating centralization, ERP implementation success, and organization size are built and tested using data gathered from 51 Indian organizations that implemented ERP. The data are analyzed using partial least squares-structural equation modeling. Findings User acceptance is significantly inhibited by PRC. WRC has a negative influence on use. The negative influence of PRC on acceptance is more pronounced in the case of larger organizations. On the whole, a decentralized set-up is favorable to ERP implementation success. Originality/value The study highlights the impact of a centralized management structure on success of ERP implementation and in doing so, it demarcates the varied influence of two types of centralization. It contributes to the scarce research on ERP implementation using the strong theoretical basis of organizational innovation. The findings highlight the implications of centralization to the implementation outcomes, for organizations embarking upon ERP.

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Ruiz, Enrique E. Sánchez. "Los medios de difusión masiva y la centralización en México." Mexican Studies/Estudios Mexicanos 4, no. 1 (January 1, 1988): 25–54. http://dx.doi.org/10.2307/1052052.

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From a theoretical viewpoint that seeks to comprehend centralization as a system of power, the article traces the origins of the centralized system of media in Mexico and its relation to political, economic and cultural centralization. It provides a picture of the current centralization of media in Mexico.

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Anikevich, A. M., and N. A. Prodanova. "Procurement procedures: centralization and categorization." Buhuchet v zdravoohranenii (Accounting in Healthcare), no. 9 (September 22, 2022): 31–42. http://dx.doi.org/10.33920/med-17-2209-04.

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Centralization and categorization of procurement are currently extremely popular and popular ways to improve the efficiency of economic activity, both in private and public organizations. Optimization of procurement activities, centralization and categorization help to reduce the costs of the enterprise by obtaining economies of scale, strengthening the negotiating position and increasing the transparency of procurement, which is reflected in the reduction of the likelihood of corruption and fraud during their conduct. The authors analyzed in detail the processes of centralization and categorization, as well as the advantages of a centralized procurement system, proposed approaches to the centralization of the procurement system, focused on the specifics of the functioning of an economic entity.

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Fitala, Patrik, Jana Kozakova, Renata Skypalova, and Alena Srbova. "Strategic Management: Factors Influencing (De) Centralization in Multinational Corporations Operating in Slovakia." Marketing and Management of Innovations 14, no. 4 (2023): 223–38. http://dx.doi.org/10.21272/mmi.2023.4-17.

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In the field of (de)centralization of companies, there is a need to explore the factors that influence decision-making processes and organizational structures. However, limited research has focused specifically on the Slovakian business environment, warranting further investigation. This article aims to examine the relationships between ownership structure, the establishment of direct foreign equity participation (DFEP) and company size in relation to aspects of (de)centralization in a select group of companies in Slovakia. The aim is to highlight the importance of the (de)centralization problem. The researchers employed statistical methods to analyse the data, including the nonparametric Kruskal‒Wallis test and post hoc analysis using the pairwise comparison post hoc test. These tests were applied to identify statistically significant differences between the chosen factors and individual variables relating to (de)centralization. The findings indicate that the establishment of DFEP significantly influences (de)centralization in areas such as the purchase of materials/goods, production/planning/provision, marketing planning, sales to the end customer and the filling of managerial positions. Ownership structure was also found to significantly influence (de)centralization with regard to the purchase of materials/goods, production/planning/provision and marketing planning. Similarly, company size seems to play a role in strategic management and production/planning/provision decisions. This study contributes to the existing body of knowledge by offering insights into the specific context of (de)centralization in the Slovakian business environment. The use of statistical analysis methods enhances the rigor of the findings. The findings provide practical implications for decision-making processes, resource allocation strategies and organizational design. This research fills a gap in the literature by focusing on the relationships between ownership structure, the establishment of DFEP and company size within the context of (de)centralization. This study serves as a foundation for future research in this field, guiding further exploration and understanding of the factors affecting (de)centralization in Slovakia.

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Sheetz, Kyle H., Justin B. Dimick, and Hari Nathan. "Centralization of High-Risk Cancer Surgery Within Existing Hospital Systems." Journal of Clinical Oncology 37, no. 34 (December 1, 2019): 3234–42. http://dx.doi.org/10.1200/jco.18.02035.

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PURPOSE Centralization is often proposed as a strategy to improve the quality of certain high-risk health care services. We evaluated the extent to which existing hospital systems centralize high-risk cancer surgery and whether centralization is associated with short-term clinical outcomes. PATIENTS AND METHODS We merged data from the American Hospital Association’s annual survey on hospital system affiliation with Medicare claims to identify patients undergoing surgery for pancreatic, esophageal, colon, lung, or rectal cancer between 2005 and 2014. We calculated the degree to which systems centralized each procedure by calculating the annual proportion of surgeries performed at the highest-volume hospital within each system. We then estimated the independent effect of centralization on the incidence of postoperative complications, death, and readmissions after accounting for patient, hospital, and system characteristics. RESULTS The average degree of centralization varied from 25.2% (range, 6.6% to 100%) for colectomy to 71.2% (range, 8.3% to 100%) for pancreatectomy. Greater centralization was associated with lower rates of postoperative complications and death for lung resection, esophagectomy, and pancreatectomy. For example, there was a 1.1% (95% CI, 0.8% to 1.4%) absolute reduction in 30-day mortality after pancreatectomy for each 20% increase in the degree of centralization within systems. Independent of volume and hospital quality, postoperative mortality for pancreatectomy was two times higher in the least centralized systems than in the most centralized systems (8.9% v 3.7%, P < .01). Centralization was not associated with better outcomes for colectomy or proctectomy. CONCLUSION Greater centralization of complex cancer surgery within existing hospital systems was associated with better outcomes. As hospitals affiliate in response to broader financial and organization pressures, these systems may also present unique opportunities to improve the quality of high-risk cancer care.

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Leoni, Jasmine, Anne-Laure Rougemont, Ana M. Calinescu, Marc Ansari, Philippe Compagnon, Jim C. H. Wilde, and Barbara E. Wildhaber. "Effect of Centralization on Surgical Outcome of Children Operated for Liver Tumors in Switzerland: A Retrospective Comparative Study." Children 9, no. 2 (February 6, 2022): 217. http://dx.doi.org/10.3390/children9020217.

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Background: Pediatric liver surgery is complex, and complications are not uncommon. Centralization of highly specialized surgery has been shown to improve quality of care. In 2012, pediatric liver surgery was centralized in Switzerland in one national center. This study analyses results before and after centralization. Methods: Retrospective monocentric comparative study. Analysis of medical records of children (0–16 years) operated for any liver tumor between 1 January 2001 and 31 December 2020. Forty-one patients were included: 14 before centralization (before 1 January 2012) and 27 after centralization (after 1 January 2012). Epidemiological, pre-, intra-, and post-operative data were collected. Fischer’s exact and t-test were used to compare groups. Results: The two cohorts were homogeneous. Operating time was reduced, although not significantly, from 366 to 277 min. Length of postoperative stay and mortality were not statistically different between groups. Yet, after centralization, overall postoperative complication rate decreased significantly from 57% to 15% (p = 0.01), Clavien > III complications decreased from 50% to 7% (p < 0.01), and hepatic recurrences were also significantly reduced (40% to 5%, p = 0.03). Conclusion: Centralization of the surgical management of liver tumors in Switzerland has improved quality of care in our center by significantly reducing postoperative complications and hepatic recurrence.

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Kuyper-Rushing, Lois. "Music Libraries: Centralization versus Decentralization." College & Research Libraries 63, no. 2 (March 1, 2002): 139–49. http://dx.doi.org/10.5860/crl.63.2.139.

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Branch libraries, in general, and music libraries, in particular, have struggled with the decision concerning centralization for more than a hundred years. Decentralized collections, those located in the music school or department, are favored by some because of their proximity to the classroom and the private lesson studio. However, proponents of a centralized location (where the collection is held in the main library facility) point out that the collection can be cared for more effectively if it is located in the main library. For this study, the Association of Research Libraries was surveyed concerning the location of their music libraries. Possible motivations for choosing one location or the other were explored, including degrees offered, size of the music collection, and overall budget of the music library.

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Palak, Rafał, and Sinh Van Nguyen. "Centralization Measures for Social Networks." Cybernetics and Systems 52, no. 5 (January 20, 2021): 398–418. http://dx.doi.org/10.1080/01969722.2020.1871228.

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Klibanoff, Peter, and Michel Poitevin. "A theory of (de)centralization." Journal of Public Economic Theory 24, no. 3 (January 22, 2022): 417–51. http://dx.doi.org/10.1111/jpet.12572.

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Magnusson, Johan. "Intentional Decentralization and Instinctive Centralization." Information Resources Management Journal 26, no. 4 (October 2013): 1–17. http://dx.doi.org/10.4018/irmj.2013100101.

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The aim of this study is to contribute to the body of knowledge surrounding centralization and decentralization of IT within the field of IT Governance. This is achieved through a revelatory case study of an ideographic organization, seen from the perspective of Social Transformation Processes. The study finds that the discussion in regards to whether IT should be centralized or decentralized is misdirected and needs to take additional aspects into account. As the case illustrates, organizations that hold dual identities encompass both organizational states simultaneously, whereby intentional decentralization is coupled with an instinctive centralization. The study illustrates limitations in the distinction between centralized and decentralized IT, as well as opens up for future studies of the organization of IT utilizing the perspective of social transformation processes.

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Rydholm, Anders. "Centralization of soft tissue sarcoma." Acta Orthopaedica Scandinavica 68, sup273 (January 1997): 4–8. http://dx.doi.org/10.1080/17453674.1997.11744695.

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Bartolomeo, Giovanni Di. "Optimal Degree of Union Centralization." Studies in Microeconomics 2, no. 2 (November 2, 2014): 201–11. http://dx.doi.org/10.1177/2321022214545268.

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Waegenaere, Anja De. "Centralization of the Controlling Department." Maandblad Voor Accountancy en Bedrijfseconomie 74, no. 11 (November 1, 2000): 1. http://dx.doi.org/10.5117/mab.74.12714.

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Alyabieva, Tatyana K. "RUSSIA: FROM COLLAPSE TO CENTRALIZATION." Bulletin of the Moscow State Regional University (History and Political Science), no. 5 (2018): 285–95. http://dx.doi.org/10.18384/2310-676x-2018-5-285-295.

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