Although MOR-1 encodes a mu opioid receptor, its relationship to the pharmacologically defined mu receptor subtypes has been unclear. Antisense mapping now suggests that these subtypes result from alternative splicing of MOR-1. Three oligodeoxynucleotide probes targeting exon 1 and another oligodeoxynucleotide directed against the coding region of exon 4 block supraspinal morphine analgesia, a mu~ action, while five of six oligodeoxynucleotides directed against exons 2 and 3 are inactive. Inhibition of gastrointestinal transit and spinal morphine analgesia, two mu 2 actions, are blocked only by the probe against exon 4 and not by those directed against exon 1. In contrast, the analgesic actions of the extraordinarily potent mu drug morphine-6~-glncuronide are blocked by six different antisense oligodeoxynucleotides targeting exons 2 and 3, but not by those acting on exons 1 or 4. These results suggest that the mu~ and mn 2 receptor subtypes originally defined in binding and pharmacological studies result from alternative splicing of MOR-I while morphine-6/]-glucuronide acts through a novel, previously unidentified receptor which is yet another MOR-1 splice variant.
In this paper, we explore how a social bookmarking service is used to support knowledge sharing in a large enterprise. While there has been considerable interest in social bookmarking and collaborative tagging systems in recent years, very little is known about their actual usage. In this paper, we present the results of a field study of a social bookmarking service that has been deployed in a large enterprise. We present new quantitative data on how a corporate social bookmarking system was used, through in-depth analysis of the bookmark and tag data. We specifically explore the patterns of information sharing and social interaction for a twelve month period of time across three groups within a large enterprise. We discuss how the results of our investigation can used to better support communities of practice with social bookmarking services.
Purpose The purpose of this paper is to examine information-seeking behavior (ISB) of strategic planners in enterprise across different work-task types and stages. Design/methodology/approach A case study was conducted in a pharmaceutical company in China, labeled as T Company. One of the authors worked in the department of strategic planning of this company as an intern. The data were collected via participant observation and unstructured in-depth interviews. Open coding was performed to analyze the data. Findings Four work-task stages were identified: project preparation, gathering, discovery and presentation, and strategy formulation. The results indicate that work-task types, work-task stages, and strategic planners’ work role or position affect their information needs, source selection, and seeking process. Task complexity, task familiarity, and task goal are of the most important task attributes that directly shape strategic planners’ ISB. Work role determines the extent to which strategic planners can access the information of the company. Internal information has priority, but external information is also important when internal information is not sufficient; both are equally important for strategic planning projects. Social media has been a very important channel to access, disseminate and share information. Workshops are an important approach to producing final project reports. Face-to-face discussion and information exchange play a critical role in the formulation of new strategies. Research limitations/implications This is a case study with data collected from only one company in China. Some of the results may not be generalizable. However, it adds new knowledge to ISB research in enterprise, informs people how to provide better information services for strategic planners, and informs MBA education for students’ better information-seeking skills. Originality/value Though myriad studies on ISB, little research has been done to examine strategic planners’ ISB from a business context, especially taking into account the effect of work-task types and stages.
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