literature review of timetable management system

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Personnel Review

ISSN : 0048-3486

Article publication date: 13 February 2007

The purpose of this article is to provide an overview for those interested in the current state‐of‐the‐art in time management research.

Design/methodology/approach

This review includes 32 empirical studies on time management conducted between 1982 and 2004.

The review demonstrates that time management behaviours relate positively to perceived control of time, job satisfaction, and health, and negatively to stress. The relationship with work and academic performance is not clear. Time management training seems to enhance time management skills, but this does not automatically transfer to better performance.

Research limitations/implications

The reviewed research displays several limitations. First, time management has been defined and operationalised in a variety of ways. Some instruments were not reliable or valid, which could account for unstable findings. Second, many of the studies were based on cross‐sectional surveys and used self‐reports only. Third, very little attention was given to job and organizational factors. There is a need for more rigorous research into the mechanisms of time management and the factors that contribute to its effectiveness. The ways in which stable time management behaviours can be established also deserves further investigation.

Practical implications

This review makes clear which effects may be expected of time management, which aspects may be most useful for which individuals, and which work characteristics would enhance or hinder positive effects. Its outcomes may help to develop more effective time management practices.

Originality/value

This review is the first to offer an overview of empirical research on time management. Both practice and scientific research may benefit from the description of previous attempts to measure and test the popular notions of time management.

• Time measurement
• Job satisfaction
• Performance management

Claessens, B.J.C. , van Eerde, W. , Rutte, C.G. and Roe, R.A. (2007), "A review of the time management literature", Personnel Review , Vol. 36 No. 2, pp. 255-276. https://doi.org/10.1108/00483480710726136

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Copyright © 2007, Emerald Group Publishing Limited

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Performance Management Systems pp 55–88 Cite as

Performance Management System. A Literature Review

• Chiara Demartini 2  
• First Online: 01 January 2013

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2 Citations

Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))

This Chapter proposes a broad systematic review of PMS design, describing the evolution of the approaches to PMS design, based on the application of theories; introducing both concepts and frameworks that characterise the field and clearly call out for more research on a comprehensive PMS framework; and showing how PMS mechanisms should relate to each other in order to develop both efficiency and innovation, which result in long-term survival. From the review on PMS design, we can argue that effective design of PMS design is contingent to both external and internal variables; financial performance measures are more and more assessed together with non-financial performance measures; the link between PMS and strategy should be enacted trough different kind of PM mechanisms; PMS is a dynamic package of PM mechanisms, which should be considered as a whole in order to assess the overall effectiveness. Finally, since the analysis of the effect of single mechanisms on the overall effectiveness is partial and problematic, there is a call for more loosely coupled PMSs, which develop both control and flexibility.

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The transition from measurement to management of performance has been called the second wave of knowledge management, since in the first wave “knowledge management – in particular in Nonaka’s view – concerns the single individual’s personal tacit knowledge and the subsequent problem of distributing such knowledge to other individuals in the organisation”, while in the second wave “knowledge management is about management control where managers combine, apply and develop a corporate body of knowledge resources to produce and use value around the company’s services” (Mouritsen and Larsen 2005 : 388).

Anne Huff defined the systematic literature review as the “explicit procedures to identify, select, and critically appraise research relevant to a clearly formulated question” (Huff 2009 : 148).

Although the review is focused on ‘performance management’ and ‘performance management system’, the search terms included other concepts, which are closely related to the main research question.

The sophistication of the management accounting systems has been defined as the “capability of an MAS to provide a broad spectrum of information relevant for planning, controlling, and decision-making all in the aim of creating or enhancing value” (Abdel-Kader and Luther 2008 : 3).

Previous studies on leadership style analysed the effect of this variable on budgetary participation, and the results were statistically significant (Brownell 1983 ).

Tolerance for ambiguity measures “the extent to which one feels threatened by ambiguity or ambiguous situations” (Chong 1998 : 332).

TCE develops the idea that controlling complex economic transactions by “hard contracting” is expensive and an optimal choice between firm and market governance should be taken according to asset specificity. “If assets are non-specific, markets enjoy advantages in both production cost and governance cost respects […]. As assets become more specific, however, the aggregation benefits of markets […] are reduced and exchange takes on a progressively stronger bilateral character” (Williamson 1981 : 558).

Even though the first framework developed four perspectives (financial, internal business, customer, and innovation and improvement), Kaplan and Norton specified that each firm, or unit, using the BSC should adjust the number and focus of perspectives and their measures to the specific case under analysis. Therefore, the number of perspectives can be higher than four and the perspectives caption can be changed according to the strategic issues that the firm has to monitor in order to be successful.

Together with the BSC, other performance measurement systems based on both financial and non-financial performance measures have been developed, such as the Results and Determinants (Fitzgerald et al. 1991 ), the Performance Pyramid (Lynch and Cross 1995 ), and the PISCI (Azofra et al. 2003 ).

According to Kim and Oh, the performance measures related to R&D departments should be based on behavioural and qualitative measures, such as “leadership and mentoring for younger researchers”, and appraised by a “bottom up (e.g., R&D researchers’ evaluation of their own bosses say, R&D managers) as well as horizontal (e.g., peers and/or colleagues)” evaluation scheme (Kim and Oh 2002 : 19).

Simons described the old management control philosophy as a “command-and-control” one, in which strategy setting follows a top-down direction, a lot of emphasis is put on standardization and efficiency, results are compared to and should be aligned to plan, and much effort is devoted to keeping things on track and minimizing the number of “surprises”. On the other hand, he pointed out that the new management control philosophy is more concerned with “creativity […], new organizational forms, […] the importance of knowledge as a competitive asset”, which has resulted in “market-driven strategy, customization, continuous improvement, meeting customer needs, and empowerment” (Simons 1995 : 3).

Mission statement, vision and corporate credo are all examples of “organizational definitions”.

However, Simons also warned about setting boundaries that could inhibit adaptive change and survival ( 1995 : 55–53).

Benefits from managerial creativity relate to all the new alternatives and solutions that managers can invent in trying to either create value for the organization or solve problems (Christenson 1983 ; Nelson and Winter 1982 ), while dysfunctionalities refer to research activities that are either too risky or too vague, and thus not value creating.

Argyris and Schon also called the intended strategy an “espoused theory” in contrast to “theory-in-use” (Argyris and Schon 1978 : 10–11).

Simons argued that critical performance variables are “those factors that must be achieved or implemented successfully for the intended strategy of the business to succeed” (p. 63); they can be identified through effectiveness and efficiency criteria (Anthony 1965 ). He also agreed with Lawler and Rhode ( 1976 ) that critical performance variables should be related to objective, rather than subjective measures; complete, instead of incomplete; and responsive, rather than unresponsive, measures. Simons also posited that all the three features rarely occur in diagnostic control systems (Simons 1995 : 76).

Simons asserted that in “normal competitive conditions, senior managers with a clear sense of strategic vision choose very few – usually only one – management control system at any point in time” (Simons 1991 ). The reasons for this limited choice are related to both economic and cognitive, as well as strategic issues. Since the interactive use of control systems require managerial attention, managers will be distracted by other day-to-day operations, which can be handled only for one system at a time. From a cognitive perspective, individuals can cope and make decisions simultaneously only with a limited amount of information; otherwise they will be overwhelmed by data. From a strategic standpoint, “the primary reason for using a control system interactively is to activate learning and experimentation” (Simons 1995 : 116); therefore it is better to avoid poor analysis, or decision paralysis coming from too many projects under analysis.

Nonetheless, Collier acknowledges the implementation of the beliefs system lever of control (Collier 2005 ).

She also stressed that investigating “how differences in interpretation of strategic contingencies shape management control systems would enrich Simons’ model” (Gray 1990 : 146).

The portfolio of management control mechanisms is made up of “standard operating procedures, position descriptions, personal supervision, budgets, performance measurement, reward systems and internal governance, and accountability arrangements [as well as …] less obtrusive forms of control, such as personnel selection, training and socialization processes” (Abernethy and Chua 1996 : 573).

An example of such frameworks is the value based management tool introduced by Ittner and Larcker ( 2001 ).

Mission has been defined as the “overriding purpose of the organization in line with the values or expectations of stakeholders”, while the vision develops the “desired future state: the aspiration of the organization” (Johnson et al. 2005 : 13).

In their work, Malmi and Brown specified that, although their framework represents a broad typology, it is also a parsimonious one, since it encompasses only five types of control (Malmi and Brown 2008 : 291).

Merchant and Van der Stede’s framework develops different forms of control according to the different objects under control, which are culture, personnel, action and results controls (Merchant and Van der Stede 2007 ).

Nonetheless, the authors acknowledged that culture may sometimes be beyond managerial control.

On the issue of a tentative framework, the authors call for “further research [that] should reveal the missing and unnecessary elements in it” (Malmi and Brown 2008 : 295).

Although budgets can cover a shorter, or longer period, it is usually based on a 12-month period.

Giorgio Brunetti stressed that both purposes should be accomplished by the management control system, although one of the two may be “stressed” (Brunetti 1979 : 69) a little bit further, indeed, he argued that a control system, which is uncoupled from the rewarding system, results in an amount of information aimed at sustaining, rather that coordinating, operations (p. 70).

In line with the contingency approach, the effective design, according to Brunetti, lies in the “congruency”, or “fit” of management control system’s variables with both management control system’s inputs and outputs (Brunetti 1979 : 98).

Other limitations to the cybernetic approach to the design of management control system can be found elsewhere in this work (§ 2.3).

To Mella, a system of transformation is an “‘entity’ able to transform certain ‘objects’ that enter the system into different ‘objects’ which leave the system” (Mella 1992 : 456).

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Demartini, C. (2014). Performance Management System. A Literature Review. In: Performance Management Systems. Contributions to Management Science. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-36684-0_3

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Case report

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• Published: 23 April 2024

Surgical management of renal cell carcinoma with subhepatic inferior vena cava tumor thrombus: a case report and review of the literature

• Bekim Ademi 1 ,
• Luan Jaha 1 ,
• Isa Haxhiu 2 ,
• Xhevdet Çuni 2 ,
• Afrim Tahiri 3 ,
• Jetmir Gashi 1 ,
• Adhurim Koshi 1 &
• Art Jaha 1  

Journal of Medical Case Reports volume  18 , Article number:  201 ( 2024 ) Cite this article

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Renal cell carcinomas are the most common form of kidney cancer in adults. In addition to metastasizing in lungs, soft tissues, bones, and the liver, it also spreads locally. In 2–10% of patients, it causes a thrombus in the renal or inferior vena cava vein; in 1% of patients thrombus reaches the right atrium. Surgery is the only curative option, particularly for locally advanced disease. Despite the advancements in laparoscopic, robotic and endovascular techniques, for this group of patients, open surgery continues to be among the best options.

Here we present a case of successful tumor thrombectomy from the infrahepatic inferior vena cava combined with renal vein amputation and nephrectomy. Our patient, a 58 year old Albanian woman presented to the doctors office with flank pain, weight loss, fever, high blood pressure, night sweats, and malaise. After a comprehensive assessment, which included urine analysis, complete blood count, electrolytes, renal and hepatic function tests, as well as ultrasonography and computed tomography, she was diagnosed with left kidney renal cell carcinoma involving the left renal vein and subhepatic inferior vena cava. After obtaining informed consent from the patient we scheduled her for surgery, which went well and without complications. She was discharged one week after to continue treatment with radiotherapy, chemotherapy, and immunotherapy.

Open surgery is a safe and efficient way to treat renal cell carcinoma involving the renal vein and inferior vena cava. It is superior to other therapeutic modalities. When properly done it provides acceptable long time survival and good quality of life to patients.

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Renal cell carcinomas (RCCs) in adults account for around 85% of kidney neoplasms [ 1 , 2 ] and may be linked to various risk factors, such as genetics, smoking, obesity, and exposure to certain chemicals. Other potential risk factors include hypertension, exposure during work to trichloroethylene, benzene or herbicides, the use of nonsteroidal anti-inflammatory drugs, dialysis, hepatitis C infection, and kidney stones [ 3 , 4 ].

RCC can remain clinically undetected throughout much of its progression. In around 90% of cases, RCC does not present with the hallmark symptoms of flank mass, hematuria, and flank pain until the disease has progressed significantly. Other signs and symptoms are weight loss, malaise, fever, night sweats, hypercalcemia, and hypertension. Male patients may also experience varicoceles on their left side as a result of obstruction of the testicular vein. However, almost one third of patients show no symptoms and end up discovering the carcinoma incidentally [ 5 ].

Around one third of RCC patients develop metastatic disease, with metastases being present either at the time of diagnosis or, in up to half of cases, later after a nephrectomy. The most common sites for metastatic disease are the lungs, soft tissues, bones, and liver, although the skin and central nervous system are also frequently affected [ 6 ].

A comprehensive diagnostic approach typically involves urinalysis, blood tests, renal and hepatic profiles, and imaging techniques, such as PET scans and angiotomography. Percutaneous core biopsy may also be performed to determine malignancy status.

RCC is staged using tumor, node, metastasis (TNM) classification and the American Joint Committee on Cancer (AJCC) staging system. Higher grade tumors are associated with poorer prognosis; inferior cava vein involvement is classified as stage III within these staging systems [ 6 ].

Surgical intervention is currently the only effective treatment for localized RCC, although it may also be utilized to relieve symptoms in cases of metastatic disease. The specific surgical approach depends on the location of the tumor thrombus. Several surgical staging systems have been proposed, including the Neves, Novick, and Hinman systems. In the Novick system, which we have used in this case report, a tumor thrombus found in the renal vein that extends less than 2 cm within the inferior vena cava (IVC) is classified as a level I thrombus. An infrahepatic thrombus is classified as a level II thrombus. A level III classification is given to an intrahepatic IVC thrombus below the diaphragm, while a level IV classification is reserved for an IVC tumor thrombus that extends above the diaphragm, as illustrated in Fig.  1 [ 7 , 8 , 9 ].

Preoperative computed tomography angiography, coronary view

We are pleased to present a successful tumor thrombectomy from the infrahepatic inferior vena cava (class II) in patients with renal cell carcinoma. Our patient was a 58-year-old Albanian housewife who presented at the doctors office with a range of symptoms, including flank pain, hematuria, weight loss, fever, hypertension, night sweats, and malaise.

Despite these symptoms, she remained well-oriented to person, place, and time. Her vital signs were slightly altered, with a blood pressure of 150/95 mmHg, heart rate of 90 beats per minute, respiratory rate of 20 breaths per minute, and temperature of 38 °C. The skin appeared reddened, warm, and moist, without any lesions or rashes observed. The head was normocephalic and the neck was supple with no masses or lymphadenopathy. No visual deficits, ptosis, or facial asymmetry indicating cranial nerve pathology were noted. Muscle strength was 5/5 bilaterally, and sensations were intact to light touch and pinprick throughout. Reflexes were 2 and symmetric in all extremities, with no pathological reflexes present. Gait was steady and coordinated, without any observed abnormalities. Palpation over the left flank elicited tenderness, pain, and guarding, as did percussion. No abnormalities were heard on auscultation of the abdomen.

After a comprehensive assessment, which included urine analysis, complete blood count, electrolytes, renal and hepatic function tests, as well as ultrasonography and computed tomography, she was diagnosed with left kidney renal cell carcinoma involving the left renal vein and subhepatic inferior vena cava (Figs.  1 , 2 ). All tests came back normal, except for microhematuria and slight hypoalbuminemia. A minor increase in C-reactive protein was also noted (Table  1 ).

Preoperative computed tomography angiography, sagittal view

Apart from for a beta blocker (carvedilol 6.25 mg, twice a day orally) that she was taking for hypertension, she was on no other medications. The patient was a nonsmoker and did not consume alcohol. There was no history of kidney or other malignancy in the family.

The cancer extension into the left renal vein and subhepatic inferior vena cava corresponded to Neves II stage disease. After careful consideration, we decided to perform a nephrectomy, renal vein amputation and thrombectomy of the subhepatic vena cava.

A team composed of vascular surgeons, urologists, a hepatobiliary surgeon, and an anesthesiologist came together to form a multidisciplinary team. Adequate amounts of blood products, such as packed red blood cells, platelets, cryoprecipitate, fresh frozen plasma, and clotting factors, were made available for surgery. The surgical procedure was carried out under general endotracheal anesthesia. To monitor and resuscitate the patient during surgery, a large bore central venous catheter, a 15 F catheter in the right internal jugular vein, and a right radial arterial catheter were inserted.

A midline incision was made to approach the abdomen as it was thought to provide optimal exposure of the inferior vena cava and contralateral kidney, enable thorough metastatic evaluation, and minimize postoperative pain. Since we decided to remove the kidney first and cancer thrombus after, we mobilized the colon medially, brought the kidney outside of Gerota’s fascia, and tied the ureter. After tying the renal artery and leaving the kidney attached only by the renal vein, the kidney was removed (Fig.  3 ).

Nephrectomy

Afterwards, liver was separated from its connections and tourniquets were positioned around the suprahepatic IVC, which was then mobilized together with the contralateral renal vein. To manage and identify lumbar veins, vascular clamps were placed above and below the tumor thrombus (Fig.  4 ). Patient response was monitored with a 1 minute test clamp, during which no hemodynamic changes were observed, allowing the clamps to remain in place as we performed cavotomy. A precise incision was created around the ostium of the renal vein into the IVC, followed by placement of a Fogarty catheter to facilitate thrombus removal (Fig.  5 ). The tumor itself was successfully removed without any issues and the cavotomy incision was closed using a 3–0 polypropylene suture (Figs.  6 , 7 ). After ensuring meticulous hemostasis, the abdominal cavity was closed using multiple layers.

Vascular control of the inferior vena cava, right renal vein, and ovarian vein

Tumor thrombus removal

Suturing of the inferior vena cava

Overall, the patient received 10 units of packed red blood cells, 10 units of fresh frozen plasma, 10 units of platelets, and 10 units of cryoprecipitate. The surgery proceeded without complications. The patient was then referred for further treatment in the ICU, where she stayed for a day for postoperative care. She received an additional two units of red blood cells and one unit of plasma to achieve a hematocrit value of 38% and hemoglobin level of 115 g/L. Blood urea nitrogen (BUN) and creatinine levels were within the normal range, as were the electrolyte levels. Liver enzyme levels were also normal. Hemodynamically, she remained stable, and her oxygen saturation consistently stayed above 98%. At 6 hours later, she was successfully extubated. On the second day after surgery, she was transferred to the ward, and 1 week later, she was discharged to continue treatment with radiotherapy, chemotherapy, and immunotherapy. During her ward stay, she received intravenous antibiotics (1 g of ceftriaxone twice daily and metronidazole 500 mg three times daily), subcutaneous low molecular weight heparin (enoxaparin 4000 IU/day), intravenous proton pump inhibitor (pantoprazole 40 mg once daily), and analgesics (diclofenac 50 mg intravenously twice daily for the first two days and as needed for pain thereafter). No additional blood transfusions were required (Fig. 8 ).

Postoperative computed tomography

The ICV is free of thrombus, but there are already developed regional and liver metastases.

On the follow-up computed tomography (CT) scan performed one month after surgery, the inferior vena cava was free of tumor, but unfortunately, the tumor had already spread to the liver and retroperitoneum (Fig.  7 ). The patient’s condition deteriorated 3 months after surgery and despite aggressive chemotherapy, she passed away 6 months later. Owing to religious reasons, no autopsy was performed.

In the midst of the ongoing debate concerning the role of open surgery in the treatment of renal cell carcinoma involving the renal vein and inferior vena cava, especially when compared with less invasive surgical approaches, our case presentation aims to align with those who consider open surgical thrombectomy from the infrahepatic inferior vena cava combined with renal vein amputation and the removal of the affected kidney, a viable treatment option.

However, it requires extensive preoperative management, a multidisciplinary team, precise technical expertise during the procedure, exceptional anesthesia management, and diligent postoperative care. The surgical team must be well-prepared for any unexpected situations that may arise during the procedure while also having a clear understanding of the procedure at hand. When dealing with cases above the liver, the team should include vascular, urology, hepatobiliary, and cardiac surgeons. Additionally, strategies, such as kidney immobilization and tyrosine inhibitors, are recommended to decrease the size of the tumor before surgery.

The first routine preoperative arterial embolization of the kidney to decrease the tumor size and facilitated the surgical procedure was advocated by Pouliot and coworkers [ 10 ], but was found to have no significant advantage over no embolization. Preoperative arterial embolization of the kidney has not shown significant advantages and is only recommended in specific situations, as it is associated with complications, such as angioinfarction syndrome and inflammation around the kidney and surgical field [ 11 ]. The usefulness of tyrosine kinase inhibitors is still debated and remains to be confirmed through randomized trials despite its effectiveness in treating metastatic RCC [ 12 , 13 , 14 ].

There have been reports of surgeons placing IVC Greenfield Filters during surgery to prevent pulmonary embolism, but studies have found this practice to be ineffective and potentially dangerous. The filter may become clogged with thrombus, requiring complete removal and IVC reconstruction [ 15 ].

When dealing with a patient with RCC and IVC tumor thrombus, the surgical approach must be personalized on the basis of the level of the thrombus and characteristics of the tumor. Precise preoperative imaging plays a critical role in effective planning [ 16 ]. It is imperative to ascertain the location of the tumor thrombus—whether it is infrahepatic, intrahepatic, or suprahepatic—as this will dictate the appropriate surgical approach, methodology for controlling the inferior vena cava, and potential requirement for vascular bypass [ 6 ].

In patients with RCC and IVC tumor thrombus, general endotracheal anesthesia is favored over regional epidural anesthesia owing to the risk of significant blood loss and coagulopathy, which increases the potential for epidural hematomas.

Various modes of surgical treatment have been described for patients with RCC involving renal vein and IVC, including laparoscopic, robotic, and endovascular surgery [ 17 , 18 , 19 , 20 ]. In certain exceptional situations of renal cell carcinoma (RCC) and tumor thrombus in level I of the inferior vena cava (IVC), a laparoscopic method might be feasible. However, recorded cases have indicated an elevated possibility of intraoperative complications with minimal proof regarding its cancer-fighting efficacy and safety. Moreover, robotic radical nephrectomy has proven to be effective in certain instances of low-level thrombi, but thorough research remains inadequate, and these minimally invasive procedures are not commonly recommended [ 6 ].

Open surgery, specifically nephrectomy and IVC thrombectomy, remains the preferred option and has shown usefulness even in metastatic disease, provided the patient is a candidate for surgery and has local symptoms [ 21 ]. In patients with metastatic RCC, the most reliable indicators of their prognosis are their response to systemic therapy and the burden of their metastatic disease [ 22 , 23 , 24 ].

The factors that could affect the survival of patients in this cohort are related to pathological TNM stage, nuclear grade, histological tumor subtype, regional lymph node status, and perinephritic fat invasion. It is worth noting, however, that there is little or no correlation between the level of IVC tumor thrombus and overall survival (OS). According to a recent study, the recurrence rate might be influenced by the extent of IVC tumor thrombus, however, there does not seem to be any correlation with OS [ 25 ]. Additionally, research on the results of surgery in patients with RCC who underwent nephrectomy and IVC thrombectomy revealed that the existence of fragile venous thrombus could augment the probability of synchronous nodal or distant metastases [41]. According to reports, the 5-year OS rate following surgical approach ranges from 32 to 69% in patients with IVC tumor thrombus wall invasion [ 25 , 26 , 27 , 28 ].

As for the procedure itself, radical nephrectomy with concomitant IVC thrombectomy has a reported perioperative mortality rate of 5–10%. However, it has been associated with significant morbidity, resulting in an overall complication rate of 38% [50]. As such complex surgeries require extensive vascular, hepatobiliary, cardiothoracic, and anesthesia support, it is recommended that only centers of excellence with the necessary resources undertake these procedures. Specifically, they should be reserved for patients with more advanced level III and IV IVC tumor thrombi [ 29 , 30 , 31 , 32 ].

The effective management of renal cell carcinoma and inferior vena cava tumor thrombus relies heavily on a skilled multidisciplinary surgical team. Adequate preoperative imaging is crucial for the planning and facilitation of surgical procedures for such cases. The surgical strategy should be customized to suit the specific characteristics and extent of the tumor thrombus situated in the inferior vena cava. While minimally invasive surgical techniques (including robotics) may have a role in this matter, their use should be limited to specific cases, particularly level I IVC tumor thrombus cases with favorable anatomic and tumor characteristics. For smaller lesions in patients who are not candidates for surgery, thermal ablation may provide a viable alternative. Metastatic disease in RCC can be treated with targeted therapy and immunotherapy, whereas chemotherapy and hormonal therapy have generally been unsuccessful.

Availability of data and materials

The data are available under consideration of the corresponding author upon reasonable request.

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The surgical procedure was carried out by BA, LJ, IH, XC, AK, and AT. LJ and AJ conducted extensive research on medical literature, gathered relevant data, and were the main contributors to writing the manuscript. All authors read and approved final manuscript.

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Correspondence to Luan Jaha .

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Ademi, B., Jaha, L., Haxhiu, I. et al. Surgical management of renal cell carcinoma with subhepatic inferior vena cava tumor thrombus: a case report and review of the literature. J Med Case Reports 18 , 201 (2024). https://doi.org/10.1186/s13256-024-04517-z

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Received : 05 September 2023

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DOI : https://doi.org/10.1186/s13256-024-04517-z

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