Over 10% of pheochromocytoma and paraganglioma (PPGL) patients have malignant disease at their first presentation in the clinic. Development of malignancy and the underlying molecular pathways in PPGLs are poorly understood and efficient treatment strategies are missing. Marine sponges provide a natural source of promising anti-tumorigenic and anti-metastatic agents. We evaluate the anti-tumorigenic and anti-metastatic potential of Aeroplysinin-1 and Isofistularin-3, two secondary metabolites isolated from the marine sponge Aplysina aerophoba, on pheochromocytoma cells. Aeroplysinin-1 diminished the number of proliferating cells and reduced spheroid growth significantly. Beside these anti-tumorigenic activity, Aeroplysinin-1 decreased the migration ability of the cells significantly (p = 0.01), whereas, the invasion capacity was not affected. Aeroplysinin-1 diminished the high adhesion capacity of the MTT cells to collagen (p < 0.001) and, furthermore, reduced the ability to form spheroids significantly. Western Blot and qRT-PCR analysis showed a downregulation of integrin β1 that might explain the lower adhesion and migration capacity after Aeroplysinin-1 treatment. Isofistularin-3 showed only a negligible influence on proliferative and pro-metastatic cell properties. These in vitro investigations show promise for the application of the sponge-derived marine drug, Aeroplysinin-1 as anti-tumorigenic and anti-metastatic agent against PPGLs for the first time.

This chapter offers fresh insights on employee loyalty, from an intercultural perspective of the differences between Chinese and German employees who respond to expectations of overwork or overtime differently. The behavior of work overload resulting from high employee loyalty is markedly different in the two cultures and should also be managed differently. While work overload is interpreted as negative employee behavior in German companies, it is regarded as very positive behavior in Chinese companies. This underscores why loyalty constructs cannot have universal validity, but must be adapted to the different cultural characteristics in each case. From the perspective of business managers, companies need to develop strategies and organizational procedures to support employee loyalty as a way to better leverage employee loyalty as competitive advantage. From the perspective of employees, we suggest they develop cross-cultural understanding of employee loyalty and its relationship with workplace performance. It is a good starting point to cultivate intercultural competence to work in multicultural teams and organizations. <!----> <!----> <!----> <!---->