Abstract
A large number of studies have emphasized the spatial proximity of economic activity and its relation to the spatiality of knowledge creation in various types of connections. Far less attention has been paid to the understanding of the determinants of 'cultural' and geographical proximity in international R&D cooperation projects involving SMEs and the role of the quality of the Regional Innovation System (RIS). Using a database of completed European Cooperative Research projects, we conclude that: 1) technologically more complex projects are more likely to involve 'culturally' and geographically distant partners; 2) RIS related variables determine 'cultural' proximity but not geographical proximity; 3) at first sight surprisingly, international cooperation projects involving the 1st promoters of innovation-led regions (high patent propensity and high human capital levels) are culturally more distant. © Universidad Alberto Hurtado, Facultad de Economía y Negocios.

Abstract
We apply the contingent valuation method to estimate how much a specific group of society, which is relatively prone to falling victim to crime, is willing to pay to reduce the likelihood of being the victim of violent crime. Based on responses from 1122 students, we found that younger and female students revealed that they are more inclined to pay so as to avoid violent crime. Students' field of study, cautious behavior and a strong opinion about policies and payment vehicles with potential to reduce the risk of crime are key determinants of the willingness to pay.

Abstract
The relation between academic integrity and real world corruption is more often presumed than proven. Based on a sample of 7,602 students from 21 countries, it was found that academic cheating in the past is a predictor of the countries' current level of corruption. This reproducibility and persistence over time of dishonest behaviors highlights the danger of disregarding students cheating at university. © 2013 Springer Science+Business Media Dordrecht.

Abstract

Abstract
Understanding how VMI benefits serve lean purposes in healthcare and why its outcomes can be difficult to achieve in healthcare settings is the main purpose of this study. An in?depth case study of VMI is presented in the perspective of the downstream member, a public general multi?site hospital, operating as a small scale consolidated service centre in terms of material management, exploring such dimensions as: VMI benefits, risks, barriers and enablers. Despite some unawareness of VMI benefits in healthcare, it can present a waste reduction solution not only in costs but in the quality of care for freeing clinical professionals to clinical tasks, among other savings. The multiple benefits are better explored, as in any relationship building, by investing in partnership creation and overcoming the idiosyncratic barriers of the healthcare sector. Although findings of a single case study are difficult to generalize, the protocol and methodology presented allow replication in other units of analysis with the same inclusion criteria. This paper brings the lean deployment discussion out of the organization's boundaries, showing the interconnections and pointing to the need for future work that would allow healthcare managers to build a lean supply chain. By considering VMI an outsourcing alternative, this paper identifies the lean thinking intent behind such options and enhances the idiosyncratic difficulties in full deployment in the healthcare sector, a less studied setting. © 2013, Emerald Group Publishing Limited

Abstract
Considering lean thinking inside and beyond the organisation's boundaries, in the extended supply chain, this paper aims to fill a literature gap clearly stating some outsourcing practices as lean practices and establishing a deployment evolution parallel between both practices. A literature review was carried out collecting cases of lean deployment in healthcare, from both scientific and grey literature. Cases were classified according to lean deployment taxonomy in healthcare settings, showing some differences in lean journey stages in 15 countries. There is an alignment between SCM thinking in healthcare and lean thinking that places a SCM decision as outsourcing as a lean practice serving not only strategic intent but solving operational efficiency. There is a match between different outsourcing drivers (transactional, strategic and transformational) and lean maturity levels. The main constraint to deployment of both lean and outsourcing practices are cultural differences. Understanding lean and outsourcing different deployment maturity levels under the national cultural umbrella can open new perspectives to study lean sustainability factors and better outsourcing relationships in healthcare organisations. This paper presents a merger between the state?of?the art of both lean and outsourcing practices in healthcare settings and suggests an outsourcing and lean evolving pathway. © 2013, Emerald Group Publishing Limited