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Streptavidin-coated TiO2 surfaces are biologically inert: Protein adsorption and osteoblast adhesion
(2012)
Non‐fouling TiO2 surfaces are attractive for a wide range of applications such as biosensors and medical devices, where biologically inert surfaces are needed. Typically, this is achieved by controlled surface modifications which prevent protein adsorption. For example, polyethylene glycol (PEG) or PEG‐derived polymers have been widely applied to render TiO2 surfaces biologically inert. These surfaces have been further modified in order to achieve specific bio‐activation. Therefore, there have been efforts to specifically functionalize TiO2 surfaces with polymers with embedded biotin motives, which can be used to couple streptavidin for further functionalization. As an alternative, here a streptavidin layer was immobilized by self‐assembly directly on a biotinylated TiO2 surface, thus forming an anti‐adhesive matrix, which can be selectively bio‐activated. The anti‐adhesive properties of these substrates were analyzed by studying the interaction of the surface coating with fibronectin, lysozym, and osteoblast cells using surface plasmon resonance spectroscopy, atomic force microscopy, and light microscopy. In contrast to non‐modified TiO2 surfaces, streptavidin‐coated TiO2 surfaces led to a very biologically inert substrate, making this type of surface coating a promising alternative to polymer coatings of TiO2 surfaces.
This paper makes a contribution to the discussion on microfoundations of dynamic capabilities – actions and interactions in organizations that enable continuous organizational renewal. More specifically, we propose the idea that dynamic capabilities of an organization
are a positive function of corresponding dynamic capabilities of individual and collective actors in the organization. Further, we develop the assumption that not only individual acts of managers but also of individuals and teams without managerial responsibility relate to dynamic capabilities of the organization. Following a holistic view, we also take into consideration empowering working conditions as enhancing factor of this function. To
examine these roots of dynamic capabilities, we use a multi level model of competence provided by Wilkens, Keller and Schmette (2006) that operationalizes the concept of dynamic
capabilities provided by Teece (2007) on a concisely behavioural base. We investigated our hypotheses with a standardized questionnaire in a case study of a German plant engineering company with 112 participants and found first support for our assumptions. Our results show an impact of individual dynamic capabilities on dynamic capabilities of the organization which is mediated by team dynamic capabilities. Psychological and social-structural empowerment moderated this relationship. A case-specific interpretation and implications for future research and practice are discussed.