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This study investigated the quantitative scaling properties of the center of pressure (COP) as well as the spatial-temporal properties of the COP to elucidate the postural control behavior of healthy elderly (HE) adults and adults with Parkinson’s disease (PD) during quiet standing. Eighteen adults with PD and eighteen HE adults participated in this study. The COP movements were recorded while participants stood on either a firm surface or on a foam pad with their eyes either opened or closed. The sway ranges in the anterior–posterior (AP) ($R_x)$ and medio-lateral (ML) ($R_y)$ directions, the total length of the trajectory ($L)$, sway area ($A)$, and scaling exponents ($\alpha )$ from detrended fluctuation analysis were computed from the measured COP data. All temporal variables of the COP in all conditions were found to be significantly larger in the PD group than in the HE group. Low scaling exponents obtained for the PD group showed this group possessed diminished postural control ability compared to the HE group. The PD group showed unpredictable open-loop control in both the AP and ML directions. This proprioceptive control became predictable and the time scale relations decreased as the postural challenges increased. The AP and ML closed-loop control of the PD group was more predictable than that of the HE group only when proprioception was distorted using intact visual input, and the visual and proprioceptive inputs were both intact.

Aiming at fostering digital innovation for value creation, incumbent firms have largely adopted dedicated and separated structures for innovation and new business creation. While these structures have been successful in enabling exploration, bringing digital innovations to scale remains a challenge. By employing a qualitative case study of an incumbent bank, with individual projects as the unit of analysis, this study investigates the practices and challenges of transitioning digital innovations developed in separate structures to operationalisation or commercialisation in the core of the organisation, a shift essential for enabling innovations to reach scale. Our key contribution is in presenting a dual business-technology transition-to-scale model defined by the intensity of integration and explaining how innovation managers deviate from this model by adopting coping actions aimed at overcoming innovation and organisational transition challenges. With this, we further highlight the challenges of managing an aligned dual business-technology transition in the context of an incumbent firm undergoing digital transformation.

Transferring a patient is a basic assistance for individuals with moderate to maximum disability. The purpose of this study was to investigate the heart rate (HR) and workload of physical therapists during transferring a paraplegic patient from a newly designed wheelchair with adjustable height. Eleven healthy therapists (24±1 years of age, n=11) transferred the same thoracic cord (T12) injured male (weight 52 kg) from the wheelchair to bed at different height. The HR responses of the therapists were recorded by a telemetry system (WEP-4204J, Nihon Kohden Corp., Tokyo, Japan) to calculate the relative workload ((HRpeak-HRrest)/(HRmax-HRrest)*100%). One-way ANOVA and Bonferroni test were used to compare the differences among different transfer conditions. There was no significant difference among peak HR during low-even (115.3±4.6 beats/min), uneven (130.6 ± 5.3 beats/min), and high-even transfer (121.9 ± 5.5 beats/min). The relative workload (42.2±3.9%) during uneven transfer was significantly (p<0.05) higher than that (28.4±2.9%) during low-even transfer, and the difference was abolished during high-even transfer. The conclusion was that the workload of the therapists during uneven transfer was significantly increased and it could be reduced with the modification of the height of the wheelchair or bed.