Prostatakrebs ist eine Erkrankung älterer Männer, doch in einigen Fällen trifft die Diagnose auch jüngere. Bei ihnen sind offenbar andere Entstehungsmechanismen am Werk, wie Forscher nun zeigen konnten. Anders als bei den Senioren spielen bei den Jüngeren Testosteron-Rezeptoren eine Rolle.
Mediziner sind den Entstehungsmechanismen von Prostatakrebs bei jungen Männern auf die Spur gekommen. Das deutsche Forscherteam um Joachim Weischenfeldt vom European Molecular Biology Laboratory (EMBL) in Heidelberg entdeckte einen genetischen Mechanismus, der bei der Entwicklung dieser Krebsform im frühen Alter eine wichtige Rolle spielt.
Wir wissen nun, dass Tumore durch winzige Effekte entstehen, indem sich Bauteile im Erbgut verschieben, sagte Professor Thorsten Schlomm vom Universitätsklinikum Hamburg-Eppendorf, einer der Mitautoren der Studie.
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Prostatakrebs ist nach Angaben des Robert Koch-Instituts (RKI) der häufigste Krebs bei Männern in Deutschland. 2008 erkrankten 63.440 Männer neu an dem bösartigen Tumor, für 2012 schätzt das Institut die Zahl der Neuerkrankungen auf 67.700. Vor allem Ältere sind davon betroffen. Dennoch seien etwa zwei Prozent der Männer bei der Diagnose 50 Jahre alt oder jünger, heißt es im Fachjournal Cancer Cell.
Es war unklar, ob Prostatakrebs bei jungen Männern durch einen anderen Mechanismus erklärbar ist als Prostatakrebs bei Älteren, sagte Mitautor Jan Korbel vom EMBL.
In ihrer Untersuchung analysierten die Wissenschaftler daher das vollständige Erbgut von Prostatatumoren von elf jüngeren Patienten. Dies verglichen sie mit der Erbinformation von Geschwülsten sieben älterer Erkrankter. Die Wissenschaftler fanden heraus, dass ein Rezeptor, der das Sexualhormon Testosteron bindet, in den Tumoren der jungen Patienten sehr aktiv ist. Dies verändere mehrere Gene, die die Entstehung und das Wachstum von Krebs begünstigen.
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Im Gegensatz dazu zeigte das Erbgut der Tumore der älteren Erkrankten vor allem Abnormalitäten, die nicht mit der Aktivität des Rezeptors in Verbindung standen. Diese Ergebnisse bestätigten die Forscher dann an Daten von 10.000 weiteren Patienten.
Damit haben wir erstmals bewiesen, dass es bei einem häufigen Krebs altersabhängige Entstehungsmechanismen gibt, teilte der Heidelberger Forscher Weischenfeldt mit. Künftig wollen die Wissenschaftler untersuchen, welche Rolle Testosteron bei der Krebsentstehung spielt. Michael Stöckle von der Deutschen Gesellschaft für Urologie wies darauf hin, dass noch weitere Studien zeigen müssten, ob die neuen Erkenntnisse tatsächlich messbare Fortschritte für Patienten bringen.All articles published by are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by , including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. For more information, please refer to https:///openaccess.
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Editor’s Choice articles are based on recommendations by the scientific editors of journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.
To cope with the increasing importance of sustainability, the Sustainability Balanced Scorecard (SBSC) has been developed to support companies integrating the economic, social and environmental dimensions of sustainability into their business. However, the formulation and implementation process of an SBSC is confronted with multiple challenges that have to be dealt with. This article associates the challenges with four steps of the process in particular: (1) the conceptual integration of the three dimensions into the strategy, (2) the selection of the architecture of the SBSC, (3) the formulation of sustainable key performance indicators and the development of cause-effect chains, and (4) the implementation of the SBSC. For these steps, the article summarizes and outlines the identified challenges, discusses techniques, criteria, guidelines and success factors to overcome them and derives research gaps that need to be addressed. Hence, the article speaks to both researchers and practitioners. For researchers, the article’s contribution is to synthesize the findings of the literature and to identify research gaps. For practitioners, the article’s contribution is to provide a systematic process for companies to improve their sustainability management and performance.
With global challenges such as climate change and rising poverty, both practitioners and researchers recognize the increasing importance of sustainability. Whilst 90% of executives in a broad range of industries acknowledge the relevance of corporate sustainability (CS), sustainability-related publications are accelerating [1]. In addition, a variety of stakeholder groups are increasingly demanding CS, putting companies under pressure from within as well as from outside to act sustainably [2]. As a result, CS has also become a competitive factor [3, 4].
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Corporate sustainability is a concept that, according to Linnenluecke and Griffiths [5], finds its origin in the broader concept of sustainability. In a nutshell, sustainability consists of three dimensions with equal importance [6, 7]. The ecological dimension is primarily concerned with the preservation of the natural environment. The social dimension emphasizes the basic needs of human beings. The economic dimension focuses on the welfare of society.
The concept of CS aims to support companies to make progress in the spheres of all three dimensions of sustainability. Hereby, it is seen as insufficient to improve only one dimension of sustainability for corporate success [3]. Following the definition of Dyllick and Hockerts [8], CS means “meeting the needs of a firm’s direct and indirect stakeholders […] without compromising its ability to meet the needs of future stakeholders as well” (p. 131). Hence, CS focuses on the long-term aspects of companies [3]. Linnenluecke and Griffiths [5] stress that CS requires visible organizational change (e.g., through sustainability measures and reports) and employees to adapt ethical values and responsibility. Although often used synonymously, CS has to be distinguished from corporate social responsibility (CSR) as the latter focuses more on the social aspect of CS and is built on a stakeholder approach [3]. The question of how to adopt CS principles in practice is widely discussed. However, scholars frequently recommend the integration of a Sustainability Balanced Scorecard (SBSC). The SBSC is a promising tool that supports companies to integrate all three (i.e., the economic, social and environmental) dimensions of sustainability and remain competitive [3]. Ultimately, as Sands et al. [9] show, an SBSC has a significant positive impact on creating (customer) value and on the financial performance of a company.
Notwithstanding these promising opportunities, the formulation and implementation process of an SBSC is associated with multiple challenges, including the conceptual integration of the sustainability dimensions into the strategy, e.g., [10], the selection of the SBSC architecture, e.g., [11], the development of cause-effect chains and formulation of sustainable key performance indicators (KPIs), e.g., [12], and the involvement of employees when implementing the SBSC, e.g., [13]. In order to successfully apply an SBSC, each of these challenges has to be considered. Although the literature provides clues to particular aspects of the SBSC’s formulation or implementation process, there is a lack of integrative approaches to successfully formulating and implementing an SBSC [14]. For example, Chaker et al. [15] criticize the fragmented literature especially with regard to the SBSC architecture design methodologies. The authors argue that the formulation of an SBSC often depends on subjective assessments as well as contextual inputs, and therefore call for a “revised and systematic SBSC construction methodology” [15] (p. 4221). Hristov et al. [10] emphasize the need to improve the overall implementation process of an SBSC, especially concerning the integration of social and environmental aspects. Moreover, Nikolaou and Tsalis [12] identify the lack of standard instructions on how to integrate sustainability into a BSC as a weakness, which in their opinion explains inferior sustainability performance results.
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Against this background, the aim of this article is to systematize multiple approaches to integrate an SBSC into business. To this end, the article examines the following research questions (RQ) in particular:
With these research questions, the article addresses both researchers and practitioners. For researchers, the article’s contribution is to structure research by identifying the challenges discussed in the literature and how they can be overcome, thereby revealing research gaps such as selection criteria for the SBSC architecture. For practitioners, the article’s contribution is to provide a systematic process for companies to improve their sustainability management as well as their sustainability performance. In particular, this article demonstrates the applicability of different framework concepts of sustainability management research at the interface of sustainability management and other disciplines of business administration such as controlling and strategy. For example, it is shown how the SWOT analysis and Quality Function Deployment (QFD) improve the formulation and implementation of the SBSC.
The methodology of the article can be described as theory synthesis, aiming at conceptual integration across multiple theoretical perspectives [16] in order to link and transform existing findings and theory [17]. The methodology of theory synthesis is to be distinguished from the methodology of the more inductive literature review. A literature review takes comprehensive stock of a field by integrating different research ideas and multiple research perspectives. In
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