Abstract Background: Our goal was to evaluate whether TAP block offers the same analgesic pain control compared to epidural technique in laparoscopic radical prostatectomy surgery through the morphine consumption in the first 48 hours. Methods: In this study, 45 patients were recruited and assigned to either TAP or epidural. The main study outcome was morphine consumption during the first 48 hours after surgery. Other data recorded were pain at rest and upon movement, technique-related complications and adverse effects, surgical and postoperative complications, length of surgery, need for rescue analgesia, postoperative nausea and vomiting, start of intake, sitting and perambulation, first flatus, and length of in-hospital stay. Results: From a total of 45 patients, two were excluded due to reconversion to open surgery (TAP group = 20; epidural group = 23). There were no differences in morphine consumption (0.96 vs. 0.8 mg; p = 0.78); mean postoperative VAS pain scores at rest (0.7 vs. 0.5; p = 0.72); or upon movement (1.6 vs. 1.6; p = 0.32); in the TAP vs. epidural group, respectively. Sitting and perambulation began sooner in TAP group (19 vs. 22 hours, p = 0.03; 23 vs. 32 hours, p = 0.01; respectively). The epidural group had more technique-related adverse effects. Conclusion: TAP blocks provide the same analgesic quality with optimal pain control than epidural technique, with less adverse effects.

El objetivo de este estudio es la confección de un modelo de gestión que aglutine las ventajas de modelos de distintas disciplinas: Balanced Scored Card (BSC), Modelo Europeo de Gestión de la Calidad (EFQM) y Marketing Holístico (MH). El MH aporta al modelo propuesto una visión global de la organización teniendo en cuenta los flujos de valor que la empresa genera, mientras que los criterios de excelencia empresarial del EFQM permiten definir la estructura de las plataformas que define el modelo de Kotler, y el BSC garantiza su aplicación, seguimiento y cumplimiento. Una vez desarrollado este modelo se adaptó a las características particulares de las empresas de base tecnológica (ETBs), basándonos en dieciocho entrevistas realizadas a gerentes de este tipo de empresas.

The objective of this study is the preparation of a management model that brings together the advantages of models from different disciplines: Balanced Scorecard (BSC), European Foundation for Quality Management (EFQM) and Holistic Marketing (HM). HM proposes an overview of organisations - taking into account all value streams which companies generate - while the business excellence criteria of the EFQM define the structure platforms of Kotler et al. (2001), and the BSC guarantees implementation, monitoring and enforcement. Once developed, this model was adapted for the specific characteristics of technology-based companies (TBC), based on interviews with managers of these businesses.