ContentsHumanities and ArtsThe Visual Representation of Reflective Nostalgia: Design and Practice of Macau Impression Art and Design Characteristic Courses Shu MENG (1)Huang Ting Jian in Poetics criticism of the meaning and reasons for the Inaugurator of Song Dynasty Poetry SiLeong U (10)Analysis of drama communication perspective of Macau in the new period Yingfeng ZHENG (17)LAWComparisons and Comments on Legal systems of Intellectual Property Security between Legal Regions of China Zhi-qiao QIU, Zai-cheng YI (24)Rediscovering the EssentialAttributes of Law Honglie XIAN (35)Improvement on the Diversion Mechanism of Macau Civil Procedure Linlin ZHAO (47)Management and TourismAre Organizations Always Benefit from Change: A Perspective of Structural Inertia Xi LI, You-Hua CHEN, Bi-Yu PENG(56)The Chinese City Productivity of Biophysical Perspective: Base on the malmquist-Luenberger Analysis Songhong CHEN, Yu SONG, Feng ZENG (67)The Impact of Gaming Industry on Human Capital Structure in Macau:From Aspect of Income Inequality Yanan SONG, Nan YU (77)Strategic Actions in Oligopolistic Competition: A Case of Casino Industry in Macau Erdan MA, Zhonglu ZENG (84)A Study on the Relationship betweenMedia Use andPolitical Trustin Macao SAR Chen CHEN (90)Information TechnologyAnalyzing Center of Mass and Moment of Inertia of CELLINOID Shape Xiaoping LU (96)Two useful Least Square g-inverse Sets Relationship with applications Xin LIU (103)MedicineCytokine and Chemokine Aberrations in Systemic Lupus Erythematosus Man CHU, Chun Kwok WONG, Lai Shan TAM, Christopher Wai Kei LAM(108)
1ó ì î ìììì7 K H 9 L V X D O 5 H S U H V H Q W D W L R Q R I 5 H ¿H F W L Y H 1 R V W D O J L D ≥ 0 D F D X , P S U H V V L R Q ¥ $ U W D Q G ' H V L J Q & K D U D F W H U L V WShu MENG( Faculty of Humanities and Art, Macau University of Science and Technology, Macau )$ E V W U D F WThe unique history, culture, and socio-economic patterns in Macau, as well as the development of cultural and creative industry strategies in recent years, have created urgent demands on innovative art and design education models L Q 0 D F D X ∂ V K L J K H U H G X F D W L R Q V \ V W H P ' X U L Q J W K H U H F H Q W ø Y H \ H D U V ∂ 0 D F D X 8 Q L Y H U V L W \ R I 6 F L H Q F H D Q G 7 H F K Q R O R J \ K D V H [ S H U L P H Q W H G Z L W Kforesight, the Faculty has integrated social consciousness and humanism into art and design education, thus devising a creative course module entitled “Macau Impression”. It strives to combine the current international practice in art design education with local characteristics by invoking a trend commonly featured in modern art and design practice, the so-F D O O H G ≥ W K H I X W X U H R I Q R V W D O J L D ¥ 6 S H F L ø F D O O \ W K H F R X U V H D W W H P Swhich is different from the commonly known “restorative nostalgia”. The former is not keen on visual representation that restores the past, but emphasizes a forward-looking engagement with stories of the past. Through instructing the students W R S U R G X F H Y L V X D O W H [ W V R I G L I I H U H Q W N L Q G V W K H F R X U V H D L P V W R HR I O R F D O F X O W X U H D Q G W R G H Y H O R S W K H F D S D F L W \ W R F R Q V W U X F W D Q GK R S H V W R V W U H Q J W K H Q W K H V W X G H Q W V ∂ V H Q V H R I L G H Q W L W \ D Q G W R I D F2014-01-02 2014-02-13E-mail: smeng@must.edu.mo Tel: +853 88972703
20 restorative nostalgiareflective nostalgiathe future of nostalgia [1] 1 32.8 582000 201219922 ì îJohn Dewey 1859 1952[2]amassed during teaching also contribute to developing a visual archive for Macau’s ongoing heritage.. H \ Z R U G V$ U W D Q G G H V L J Q F K D U D F W H U L V W L F F R X U V H 0 D F D X , P S U H V V L R Q 5 H ¿
9[1] .2010 005-007[2] Dewey, John Democracy and Education, New York: Free Press. 1966[3] dialogic Mikhail Bakhyin 1895-1975dialogic teaching [4] Carolyn S. Ellis, A Bochner, and L Tillman-Healy. "Relationships as Stories: Accounts, Storied Lives, Evocative Narratives" , 2000[5] . .2011 04 11-18[6] Astrid Erll . 2012[7] Jan Assmann;Das Kul ture l le Gedächtnis . In : Erwägen, : issen,Ethik,vormalsEthik nd Sozialwissenschaft EuS , Streitforum fü Erwrägungskultur.Herausgegeben von Frank Benseler,BettinaBlanck,Reinhard Keil-Slawk, : erner Loh.Jg.13/2002, Heft 2,S.239-247 1. 2012 20122. 2010 20123. 2009 , 20104. 201020115. 200920106. 200920107. 201020138. 200920109. 2012201310. 2012201211. 2012201312. 2012 201313. 2012 201314. 2012 20132012(LaBr3) KREEP 2013 4
10 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 ì+ X D Q J 7 L Q J - L D Q L Q 3 R H W L F V F U L W L F L V P R I W K H P H D Q I R U W K H , Q D X J X U D W R U R I 6 R Q J ' \ Q D V W \ 3 R H W U \SiLeong U( Department of General Education, Macau University of Science and Technology, Macau,China )$ E V W U D F WThe early Song Dynasty, people study in Tang Dynasty poet for the learning objects, thereby opening up the S D W K W R H [ S O R U H I R U S R H W U \ D O W K R X J K 6 R Q J ' \ Q D V W \ S R H W K D G D V W Upoetic style and failed invention differs from the Song features. Song was born after the Tang Dynasty, the last open up their own distinctive problems faced by the urgency of the plight of painstaking efforts in creating. Until the middle period of Song Dynasty, the Song poetry was produced from Su Shi and Huang Ting Jian. Su Shi and Huang Ting is a key ø J X U H L Q W K H G H Y H O R S P H Q W R I 6 R Q J ≥ 6 X + X D Q J ¥ D G G L Q J W K D W W K H S R Hvery different aesthetic qualities. As leader of the literary poetry both Su, Huang is specializing in poetry; but there are many critics at the time thought Huang is better than Su and it was even raised Huang Ting Jian is the inaugurator of Song Dynasty Poetry study. . H \ Z R U G VHuang Ting Jiang; Inaugurator of Song Dynasty Poetry; Su Shi2014-02-11 2014-02-12 E-mail: slu@must.edu.mo Tel: 889723440
17 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 20 70$ Q D O \ V L V R I G U D P D F R P P X Q L F D W L R Q S H U V S H F W L Y H R I 0 DYingfeng ZHENG( Department of General Education, Macau University of Science and Technology, Macau, China )$ E V W U D F WDrama as literature one-dimensional, equally spread perspective. Twentieth Century in Macau since the 70's G U D P D D V D Q H [ D P S O H L W V V S U H D G P D L Q O \ K D V W K H D X G L H Q F H F X O W X Uview. The audience perspective focused on the response of the audience, is also closely linked with the cultural production D Q G F R Q V X P S W L R Q L Q ¿X H Q F H R Q W K H G H Y H O R S P H Q W R I 0 D F D X R S H U D J U H DR I W K H H [ L V W H Q F H R I 0 D F D X G U D P D 0 D F D X G U D P D D O Z D \ V F D Q V X U Y L Y H Dalso opened the culture of native consciousness of contemporary drama in Macau road. As the political ideology of one-G L P H Q V L R Q D O D O W K R X J K Q R W D V V L J Q L ø F D Q W L Q W K H H I I H F W R I V W U H Q Jdevelopment of Macau theater. Macau theatre is the development and change in these three perspectives, and it will continue to produce effect.. H \ Z R U G VMacau drama; Spread view; Audience; Culture; Ideology2014-02-19 2014-03-100317 E-mail: yfzheng@must.edu.mo Tel: 0853 889723660 [1] 7020 701970197070
24 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 1* 2& R P S D U L V R Q V D Q G & R P P H Q W V R Q / H J D O V \ V W H P V R I , Q W H O between Legal Regions of ChinaZhi-qiao QIU1* Zai-cheng YI2( 1. School of Law, Guangdong University of Technology, Guangzhou,China )( 2. Faculty of Law, Macau University of Science and Technology,Macau,China )$ E V W U D F WThe thesis is about comparisons and Comments on legal systems of intellectual property security between four legal regions of China. The comparisons are in the perspective of legislative system and main contents. And conclusions are drawn as follows: legislative systems and specific modes are different, while functions of legal systems and main F R Q W H Q W V D U H V L P L O D U 5 H D V R Q V I R U F R Q Y H U J H Q F H D Q G G L V V L P L O D U L Wanalysis and comparisons, coded with the latest international legislative trends, suggestions for improvements of the H [ L V W L Q J V \ V W H P R I H D F K U H J L R Q D U H S X W I R U Z D U G . H \ Z R U G VChina; Personal property; Intellectual property; Right to pledge; Security2014-03-30 2014-04-2010YJA820085 2013 0323* E-mail:qiuzhiq@126.com Tel: 00853 63840504 0086 136822805350 [1]
252008 6Uniform Commercial CodeUCC2011 25UNTRAL:IPO 2010Legislative Guide on Secured Transactions Supplement on Security Rights in Intellectual Property SSRIP[2] Economic Cooperation Framework AgreementECFACloser Economic Partnership ArrangementCEPACloser Economic Partnership Arrangement CEPA
34[1] [2] see SSRIP.X. Law applicable to a security right in intellectual property.P127[3] 75 [4] 223 [5] 2010 1929[6] 1992 8 1171928[7] . [M] 2000 414[8] 901[9] . [M]2005 306 [10] 675[11] 26 b[12] . [M] 1995181[13] 102 2future copyright[14] 80 2[15] .[J] 2013 8 87 [16] see UCC. Article 9 - Secured Transactions.[17] see SSRIP.1.Encumbered assets covered. Guide and the Supplement are based on the general assumption that a security right may be created in any type of intellectual property, such as a patent, a trademark or a copyright.P23 [18] 153[19] 402[20] . [M] 2006210 [21] [22] 80 2.[M] 1995 343[23] 177[24] . [M] 1995 182 [25] . [M] 1995 183-185[26] . [M], : ,1981:3 [27] . [M], : ,2011:[28] . [M] 2001 60[29] . [M] 1995 176 [30] .[M] 2006 164[31] Sykes,The Law of Securities,page4. .[M] 1995 176[32] . [M] 2012 81[33] . [M] 1995 286[34] . [J],,2009 4 :73[35] see UCC 9-102 2[36] charge floating charge mortgage [37] see SSRIP.P41-47;P49-50 [38] see SSRIP.P37 [39] see SSRIP.P59 [40] see SSRIP.P80-81;P83-84[41] see SSRIP.P57;P59-63 [42] see SSRIP.P108-109 [43] see SSRIP.P19-20 [44] 12 8UCC. [M], ,2008:5[45] . [J], ,2011 7 46-48[46] . [J], ,2014 5 78[47] [ ]. [M]. ,1997:51. UCC.UNCITRAL
35 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 ì ì5 H G L V F R Y H U L Q J W K H ( V V H Q W L D O $ W W U L E X W H V R I Honglie XIAN( Faculty of Law, Macau University of Science and Technology, Macau,China )$ E V W U D F W1 R Z D G D \ V P D Q \ V F K R O D U V D O Z D \ V I D O O L Q W R W K H F R Q ¿L F W R I Q D W X Uthe meaning of law. According to the division, the value of law will be disrupt, and man will far away from primordial sense and value. If we would like to discuss the essentialattributes of law, we ought to escape the division, and to seek primordial sense and value of law. The meaning of law is pointed at man use their practicalreasonabidingly, possess 5 H D O L V P , G H D O L V P D Q G * H V F K L F K W O L F K N H L W - X V W L F H L V U H V ø Q L W D H Rwhich is only rooted in national spirit and traditional.. H \ Z R U G VThe essentialattributes of law; Law belief; Being; Justice2014-03-10 2014-04-14E-mail: homson98@163.com Tel: 180639122470
46[11] Secularization. disenchantment. http://zh.wikipedia.org/wiki/%E6%96%87%E5%8C%96.[12] Lawrence Joseph, Being in the language of poetry, being in the language of law, Oregon Law Review, 2009,88:905.[13] JAAP C. Hage, Dietmar Von Der Pfordten, Concepts in law, Springer, 2009:1-16.[14] JAAP C. Hage, Dietmar Von Der Pfordten, Concepts in law, Springer, 2009:17-34.[15] James A.R.Nafziger, Rober t Kirkwood Paterson, Al ison DundesRenteln, Cultural law: International, comparative, and indigenous, Gambridge University Press, 2010:64.[16] Jonathan Burnside, God, justice, and society: Aspects of law and legality in the bible, O [ford University Press, 2011:477.[17] 554-5.[18] 554-5.[19] 2003:16.[20] 2003:55.[21] pathologisch.[22] 2003:23.[23] 2003:24.[24] 2003:28.[25] 2003:418.[26] 1983:9.[27] 2003:28.[28] 2002:118.[29] 1988:99.[30] 1988:99.[31] 2003:28.[32] 2003:30.[33] right Recht droit11[34] 2000.[35] 1983:7-8.[36] 1983:7-8.[37] 1982:10.[38] 2000. [39] 2000. [40] 2000. [41] 1998:119.[42] 2000. [43] 2004:43.[44] 2005:7.[45] 2000. [46] 2005:5.[47] 93 :217-221.[48] 2013.7.29.[49] 1946:9-10.[50] 2010: 3.[51] 2010:55.
47 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 , P S U R Y H P H Q W R Q W K H ' L Y H U V L R Q 0 H F K D Q L V P R I 0 D F D X &Linlin ZHAO( Faculty of Law, Macau University of Science and Technology, Macau, China )$ E V W U D F WIn recent years, Macau has undergone the rapid development in all socio-economic aspects. At the same time, the number of civil and commercial disputes has also been big. However, because of the judicial system, litigation P H F K D Q L V P M X G L F L D O U H V R X U F H V D Q G V R R Q W K H R Y H U D O O M X G L F L D O Hinterests of the parties timely and achieve justice fully.The solution to this problem is a system which needs a series of reforms. From the institutional perspective, civil action can perfect diversion mechanism and the rational allocation of M X G L F L D O U H V R X U F H V E \ H [ S D Q G L Q J W K H V F R S H R I V X P P D U \ S U R F H H G L Q J V S U R F H H G L Q J V D Q G G H Y H O R S L Q J D O W H U Q D W L Y H G L V S X W H U H V R O X W L R Q W Rof civil justice.. H \ Z R U G VDiversion of litigation; Summary proceedings; Small claims proceedings; Electronic proceedings; ADR2014-05-05 2014-06-03ADRE-mail: llzhao@must.edu.mo Tel 889723690 143 1984[1][2]2012/2013
5120018 292006 2 285643 21[17]3.1 205 /CM/ECFMarch 2008, E-case Files Policy: Judicial Conference Policy on Privacy and Public Access to Electronic Case Files [18][19]372 3
56 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 Received 13 Nov. 2013; Revised 21 Feb. 2014.*Corresponding Author: Xi Li, Assistant Professor of Faculty of Hospitality and Tourism Management, Macau University of Science D Q G 7 H F K Q R O R J \ ( P D L O [ L O L # P X V W H G X P R 7 H O $ U H 2 U J D Q L ] D W L R Q V $ O Z D \ V % H Q H ø $ 3 H U V S H F W L Y H R I 6 W U X F W X U DXi LI1*, You-Hua CHEN2, Bi-Yu PENG3( 1. Faculty of Hospitality and Tourism Management, Macau University of Science and Technology, Macau, China ) ( 2. Faculty of Economics and Management, South China Agricultural University, Guangzhou, China ) ( 3. Faculty of Economics and Management, South China Normal University, Guangzhou, China )$ E V W U D F W Traditional strategic management theories such as adaptation theory emphasize that there are significantly positive connections with successful change and organizational survival as well as G H Y H O R S P H Q W 7 K H J R D O V R I W K L V V W X G \ Z H U H W R G L V F X V V Zchange, identify what major factors organizations should take into account if they need change, and clarify what are the relationships between organizational change and survival. Based on the perspective of structural inertia which lays a core role of organizational ecology, we illustrated that organizations F R X O G Q R W F K D Q J H U D S L G O \ U H O D W L Y H W R E H Q H ø W S U R F H V V I Ralso highlighted the interaction of structural inertia and innovation ability on organizational change. ) X U W K H U P R U H Z H H P S O R \ H G W K H G X D O P H F K D Q L V P W R L Q G L F D Wby change. Finally, organizational change theory from traditional perspective was compared to the developed theory in this study.. H \ Z R U G V Organizational ecology; Structural inertia; Organizational change; Organizational survival1* 2 31. 2. 3.
57Xi LI, et al Are Organizations Always Benefit from Change: A Perspective of Structural Inertia0 IntroductionTradi t ional organizat ional and s t ra tegic management theory holds that since an organization can develop the “dynamic capability” required W R V X F F H V V I X O O \ F K D Q J H L W Z L O O D G D S W W R H [ W H U Q D O environment rationally and quickly (Teece, Pisano & Shuen, 1997[1]; Helfat , 1997[2]) . However, organizational change generally results in contention of the decision-making powers and controls of core resources by different participators, as well as accompanied by occurrence of a variety of sunk costs and constraints of reliability and accountability. These factors bring threats and challenges to the local adaptation of short-term environmental fluctuations. On the other hand, organizational change theory from traditional perspective ignores the time dimension, and it is used to concern with the change results. George & Jones (2000)[3] argued that time could totally change the way theoretical constructs and the relationships between them were conceptualized and therefore changed the propositions that derived from a theory. In other words, if researchers do not adequately incorporate such a time element and, unintentionally distort the phenomena they are describing in the organizational change area. Organizational ecology which is originated in the 1970s by Hannan and Freeman, is an important branch of macro organizational sociology. This theory system is based on several ecological evolutionary models of organizational population and organizational community. The major advantage of organizational ecology is that all factors are analyzed in a longer time span. Moreover, structural inertia is the core construct of organizational ecology, which emphasizes that individual organizations cannot change easily and quickly; it also assumes that when they do change, great risks are entailed even meet failure (Hannan & Freeman, 1989)[4]. By this view, some old forms of organizations fail when environments change while different new forms of organizations appear. Therefore, organizational populations with higher structural inertia are the result of the interaction between ecological evolution and selective replacement. Structural inertia theory may provide valuable researching perspective of organizational design (Gresov, Haveman & Oliva, 1993)[5], selection of diversification strategy (Amburgey & Miner, 1992)[6], market entry decision (Greve, 1996[7]; Martin, Swaminathan & Mitcheli, 1998[8]), innovation and technology development (Criscuolo & Narula, 2007[9]; Stuart & Podolny, 1996[10]), and organizational change (Barnett & Pontikes, 2008[11]; Godkin & Allcorn, 2008[12]; Kelly & Amburgey, 1991[13]).According to structural inertia theory, the H [ L V W H Q F H R I W K H R U J D Q L ] D W L R Q and accountability (Hannan & Freeman, 1984)[14]. Reliability means that organizations should reduce the changes of products or services to meet the customers’ H [ S H F W D W L R Q V R Q S U R G X F W T X Dprice, while accountability implies that organizations should prove they have the ability to locate resources, and make stakeholders have confidence on their specific decisions. Reliability and accountability are high when organizational goals are institutionalized as well as the patterns of organizational activities are routinized, but institutionalization and routinization also generate strong pressures against organizational change (Amburgey, Kelly & Barnett, 1993)[15]. At the same time, innovation ability is another key factor which impacts organizational change, and which is also viewed as the opposite of structural inertia (Godkin, 2010[16] : R Q J 0 L Q J - L 0 L O O H W W H[17]). To be innovative is essential for organizational change and survival; constantly evolving technologies and market dynamics ensure that stasis or inertia is certain to result in obsolescence. Thus, the approach of this study goes beyond organizational change W K H R U \ I U R P W K H W U D G L W L R Q D O Sinteraction of structural inertia and innovation ability on organizational change. This paper also indicates the dual mechanism to answer why organizational survival is influenced by change. Meanwhile, traditional organizational change theory is compared to the developed theory.
581 Interaction of Structural Inertia and , Q Q R Y D W L R Q $ E L O L W \ R Q 2 U J D Q L ] D W L R Q D O & K D Q J HMore and more organizations today face a dynamic and changing environment. This, in turn, is requiring these organizations to adapt. From the organizational perspective, Luecke & Katz (2003)[18] define innovation as: generally understood as the successful introduction of a new thing or method. Innovation is the embodiment, combination, or synthesis of knowledge in original, relevant, valued new products, processes, or services. In organizations, all types of change are based upon innovation D E L O L W \ ) R U H [ D P S O H Q H Z S U R G X F W V R U V H U Y L F H V R F F X U D V N Q R Z O H G J H D Q G H [ S H U L H Q F H D U H D S S O L H G 1 H Z insights, systems, processes and ways also need to be generated. Generally speaking, organizations with high innovation ability will have more probabilities to change successfully. However, “whether change or not” or “how about the degree to change” is also relevant to organizational V W U X F W X U D O L Q H U W L D ) R U H [ D P S O H F R U H I H D W X U H V R I organizations such as goals, forms of authority, F R U H W H F K Q R O R J \ D Q G P D U N H W V W U D W H J \ H [ K L E L W J U H D W H U L Q H U W L D W K D Q S H U L S K H U D O I H D W X U H V : K H Q R U J D Q L ] D W L R Q V change these features hastily, established routines and undermines organizational legitimacy may be destroyed. If organizations’ stakeholders favor reliability and accountability, then organizations may often fail precisely as a result of their attempts W R F R U H F K D Q J H V % D X P ' R E U H Y : L W W H O R R V W X L M Q 2006)[19]. But the claim is not that organizations never need change. Thus, it is essential to discuss the interaction of structural inertia and innovation ability on organizational change.March (1991)[20] divided organizational change L Q W R W Z R W \ S H V 2 Q H L V H [ S O R U D W L Y H F K D Q J H Z K L F K U H I H U V W R D Q R U J D Q L ] D W L R Q F R Q W L Q X H V W R V H D U F K D Q G H [ S O R U H new directions of growing, such as discovering new technologies and markets, and developing new target customers. In this process, organizational change needs to lean on tacit knowledge, and take a bottom-up approach to organizational learning. Meanwhile, H [ S O R U D W L Y H F K D Q J H L Q F O X G H V organizational structure, loosely coupled system, path breakthrough, organizational improvisation, emerging markets and technologies. The other type is H [ S O R L W D W L Y H F K D Q J H Z K L F K U HD F K L H Y H V G H Y H O R S P H Q W D Q G L Q WD U H D V V X F K D V P D L Q W D L Q L Q Jchannels and steady customer base. These activities D U H E D V H G R Q R U J D Q L ] D W L R Q D O HW R S G R Z Q D S S U R D F K R I O H D U Q L Q J change is usually associated with mechanical organizational structure, tightly coupled systems, path dependency, institutionalization, stable markets and technologies.7 K R X J K H [ S O R U D W L Y H F K D Q J H P Dgains to the organization, it is risky to break the H [ L V W L Q J L Q V W U X F W L R Q U R X W L Q HPontikes, 2008)[11]. Some developed organizations are unfortunate victims of such organizational change. Therefore, structural inertia theory suggests that change in the core structure of an organization is unstable, and it will increase the risk of organizational failure and mortality in the future (Hannan & Freeman, 1984)[14]. However, the change of periphery structure does not produce the same effect, and may even reduce organizational mortality rate. It is significant to demonstrate the selection of organizational change V W U D W H J \ I U R P V W U X F W X U D O L Q HD S S O \ Ó P D W U L [ W R V K R Z W K H H Ibetween structural inertia and innovation ability on organizational change (see Figure 1).Figure 1. Interaction of Structural Inertia and 2 U J D Q L ] D W L R Q D O , Q Q R Y D W L R Q $ E L O L WOrganizational Change Strategy
59Xi LI, et al Are Organizations Always Benefit from Change: A Perspective of Structural Inertia1.1 / R Z 6 W U X F W X U D O , Q H U W L D D Q G / R Z , Q Q R Y D W L R Q AbilityGenerally, organizations with lower structural inertia are in the early stage of growth, which have smaller size and a tight system of institution and Q R U P % X W W K H L U R S H U D W L Q J P H F K D Q L V P L V Y H U \ ¿H [ L E O H In such a state, if an organization’s own innovation ability is not strong, it is difficult to achieve organizational change relying on core technology and innovative activities. Thus, the organization only P D N H V X Q F R Q Y H Q W L R Q D O F K D Q J H G U L Y L Q J E \ H [ W H U Q D O environment, such as imitation and copying (Tushman & O-Reilly lii, 1996)[21] ) R U H [ D P S O H D E U D Q G pirated cell phone manufacturer always keeps a close eye on global brand enterprises. Once these firms O D X Q F K Q H Z S U R G X F W V R U ø W W L Q J V W K H \ Z L O O L P L W D W H D Q G replicate immediately to meet the needs of special customers. On the other hand, it appears continuity R I W K L V X Q F R Q Y H Q W L R Q D O F K D Q J H : L W K D S U R I L W D E O H field emerging, these who have little constraints of structural inertia will change their strategic direction to enter. However, mortality rate of such organizations L V K L J K G X H W R O D F N R I W K H D E L O L W \ W R Z L W K V W D Q G H [ W H U Q D Orisks and threats.Proposition 1.1. If organizations have low structural inertia and low innovation ability, they should make unconventional change continuously G U L Y L Q J E \ H [ W H U Q D O H Q Y L U R Q P H Q W 1.2 / R Z 6 W U X F W X U D O , Q H U W L D D Q G + L J K , Q Q R Y D W L R Q AbilityHannan & Freeman (1984)[14] indicated that lower inertia of organizations might increase the ability of responding to environmental change, and they might have higher performance of organizational change. Owning strong innovation capability, coupled with lower structural inertia, organizations can learn and D G D S W W R F K D Q J H V L Q W K H H [ W H U Q D O H Q Y L U R Q P H Q W T X L F N O \ ( [ S O R U D W L Y H F K D Q J H V R I W H Q R F F X U L Q W K L V W \ S H R I R U J D Q L ] D W L R Q V 7 K H \ D U H D E O H W R V H D U F K D Q G H [ S O R U H Q H Z direction of development through leading technology or ideas. For instance, Anwell Technologies Limited, an integrated manufacturing solutions provider for the optical media solar cell and OLED manufacturing L Q G X V W U L H V : L W K Y D U L R X V S U R S UF R P S D Q \ P D Q X I D F W X U H G W K H ø U V Winstalled the in-house designed thin film solar panel manufacturing equipment, and completed the R&D project funded by the PRC government in OLED panel manufacturing technology.1 It is noteworthy that this type of organizational change is mostly the result of autonomy and rational choices, rather than passive behavior under environmental pressure. However, there is an increasing demand for reliability and accountability along with the growing of organizations. It means that the increasing structural inertia may lead to resistance to the further change.Proposition 1.2. If organizations have low structural inertia and high innovation ability, they V K R X O G P D N H H [ S O R U L Y H F K Ddriving by self-dominated and relational choice, especially for coping with emerging market or technology.1.3 + L J K 6 W U X F W X U D O , Q H U W L D D Q GAbility0 R U H W K D Q \ H D U V D J R 0pointed out that the efficiency of bureaucracy rested on the belief in the “rationality” and “legitimacy” of formal hierarchies, which means firms should make great efforts to ensure the stability of organizational structure and strategies. However, once they have higher structural inertia, the investments in equipment, plant, personnel and other aspects are not easy to shift and then they will turn into sunk costs. Decision making mainly depends on uncertain and incomplete internal information. Any adjustment in organizational structure may cause the reallocation of internal roles and resources, which will bring about political F R Q ¿L F W D Q G F R Q I U R Q W D W L R Q $ O Oorganizational changes or reduce the effectiveness of reform. If the firms also own lower innovation ability and less desire for creating, the probability of organizational change will be lower and lower. Finally, these organizations tend to maintain the status quo, emphasize stability than anything else. In other words, 1. These contents come from http://www.anwell.com/eng/inde [.html.
60they will face higher risk of mortality by taking radical organizational change (Barnett & Pontikes, 2008)[11]. 0 D Q \ & K L Q H V H ø U P V K D Y H ≥ V P D O O H Q W H U S U L V H G L V H D V H I R U large enterprise”, which means the grown large firm also stick to the old thought of starting business. Most of the time, they are opportunisms, giving up chances to change in order to gain temporary partial benefits and which is really dangerous for the growing of Chinese enterprises.Proposition 1.3. If organizations have high structural inertia and low innovation ability, they should make seldom change and just maintain the stability, radical change is really harmful.1.4 + L J K 6 W U X F W X U D O , Q H U W L D D Q G + L J K , Q Q R Y D W L R Q Ability7 K H J U R Z L Q J R I ø U P V L P S O L H V W K H F K R L F H E H W Z H H Q I O H [ L E L O L W \ D Q G R S H U D W L R Q D O H I I L F L H Q F \ ( E E H Q Johnson, 2005)[22]. Once passing the time of early growth, firms own the acceptable products and considerable market share, which adds up to higher reliability and institutionalization. Now, operational efficiency is more emphasized by organizations, E X W I O H [ L E L O L W \ P D \ E H V D F U L I L F H G 2 Q W K H R Q H K D Q G organizations are easily trust through structural inertia V R D V W R U H V L V W W K H X Q F H U W D L Q W \ R I H [ W H U Q D O H Q Y L U R Q P H Q WOn the other hand, timely organizational change is limited by path dependence. For organizations with high structural inertia and high innovation ability, it is P R U H V X L W D E O H W R X W L O L ] H H [ S O R L W D W L Y H F K D Q J H V W \ O H , Q R W K H U Z R U G V L I ø U P V U H O \ R Q W K H D F F X P X O D W H G H [ S O L F L W knowledge to refine and integrate in new areas, resistance to change will decrease and they also can avoid failure or mortality. Dobrev, Kim & Carroll (2003)[23] demonstrated that organizational inertia developed as a by-product of structural reproducibility, which emerged in response to demands for the rel iabil i ty and accountabil i ty with which an organization can perform certain actions. Normally, organizations do not leave the original and intensely competitive area because competition in the area is fiercer, the population will have more legitimacy as well as all the organizations in it will share reliability and interconnected relationships. In addition, it is note that organizational change, especially core structure change in this situation is not radical. Hannan & Freeman (1984)[14] argued that core structural change was a precarious process which leads to an elevated probability of organizational failure.Proposition 1.4. If organizations have high structural inertia and high innovation ability, they V K R X O G P D N H H [ S O R L W D W L Y H F K D Qbreak equilibrium step by step, especially not change the core features.2 ' X D O ( I I H F W V R I 2 U J D Q L ] D W L RR Q 2 U J D Q L ] D W L R Q D O 6 X U Y L Y D OOrganizational ecology theory posits that an organization’s ability to change is limited by the V W U X F W X U D O F R Q G L W L R Q V E R Win which it is embedded (Hannan & Freeman, 1984)[14]. This implies that individual organizations cannot change easily and rapidly. Organizations will meet with higher risk of failure or death, if they randomly destroy organizational routines and operational mechanism, even though they have higher innovation ability. These arguments support the fact that organizational change is negatively related to organizational survival. Meanwhile, there is a concern that the changes often occur on the level of organizational population, which is the result of environmental selection (Carroll & Hannan, 2000)[24]. Individual organizations choose to change will have positive effect on their survival when the initial trigger of change is discovering the evidence of population’s change, as it is a necessary path to obtain reliability and accountability (Hannan, Laszlo & Carroll, 2002)[25]. Those who with poor performance can E H Q H ø W P R U H I U R P W K L V N L Q G R I (Greve, 1999)[26]. For the present, much contemporary research only focuses on single perspective. : H D W W H P S W W R G H P R Q V W U D Worganizational change on organizational survival V \ V W H P D W L F D O O \ W R ø O O W K L V J D S2.1 1 H J D W L Y H ( I I H F W R I 2 U J D Q L ] D W L R2 U J D Q L ] D W L R Q D O 6 X U Y L Y D OAccording to structural inertia theory, core
61Xi LI, et al Are Organizations Always Benefit from Change: A Perspective of Structural Inertiachange destroys or renders obsolete established U R X W L Q H V G L V U X S W V H [ F K D Q J H U H O D W L R Q V D Q G X Q G H U P L Q H V organizational legitimacy by impairing performance reliability and accountability (Baum, 1995)[27]. , I L Q W H U Q D O D Q G H [ W H U Q D O V W D N H K R O G H U V I D Y R U P R U H reliable organizations, organizational change will be negatively associated with organizational survival. 1 H O V R Q : L Q W H U [28] also posited that the change of routines would disrupt the connections E H W Z H H Q L Q W H U Q D O R U J D Q L ] D W L R Q V D Q G H [ W H U Q D O H [ F K D Q J H environment. Meanwhile, organizational changes may increase the risk of failure (Gilbert, 2005)[29], because operation flow (Leonard-Barton, 1992)[30] and resource input mode (Henderson & Venkatraman, 1993)[31] has been changed-even bring about new roles and relationships (Amburgey et al., 1993)[15]. Hannan et al. (2002)[25] found that the greater the degree of organizational change is, greater the likelihood of organizational mortality. The more F R P S O H [ D Q G R S D T X H W K H R U J D Q L ] D W L R Q D O F K D Q J H L V the higher failure rate of the organization. Noting that the change of core structures or strategies will significantly result in higher mortality for some industries, such as newspaper industry (Dobrev, 1999)[32], telephone companies (Barnett, 1994)[33], social services volunteers associations (Singh, House & Tucker, 1986)[34], women’s and racial minority organizations (Minkoff, 1999)[35], banks (Han, 1998)[36] and automobile producers (Kim, Dobrev & Solari, 2003)[37], etc.Additionally, we should add the time dimension W R U H H [ D P L Q H R U J D Q L ] D W L R Q D O F K D Q J H $ V W L P H J R H V on, the organizations’ development not only depends R Q H [ L V W L Q J U R X W L Q H V E X W D O V R U H O L H V R Q P R G L I L F D W L R Q of routines, which mean to change and create these S U R F H V V H V 1 H O V R Q : L Q W H U [28]. In order to routinize the process of change, an organization must J D L Q H [ S H U L H Q F H L Q P R G L I \ L Q J R S H U D W L Q J U R X W L Q H V (Amburgey et al., 1993)[15]. In short, organizations learn to change by changing. The more an organization creates routines, the more likely it is to develop the P R G L ø F D W L R Q U R X W L Q H V Q H H G H G W R P D N H V L P L O D U F K D Q J H V L Q W K H I X W X U H : K H Q R U J D Q L ] D W L R Q V D G K H U H W R W K H F X U U H Q W R S H U D W L Q J U R X W L Q H V D Q G U H V Lorganizational inertia. However, after developed modification routines, another form of inertia will F R P H R X W 7 K H U H I R U H P R U H H [ S H U Lthe more likely this change is viewed as a solution. Moreover, the increased competence in making a particular type of change lowers the marginal cost of making the change (Amburgey et al., 1993)[15]. Those F K D Q J H V Z K L F K D U H H [ S H F W H G W Ralso be implemented, despite the fact that they make no sense to solve the problem. So we can say that every occurrence of organizational change increases the likelihood of repeated actions. In other words, the possibility of emergence of new change is more decreased with time going on. Cyert & March (1963)[38] pointed out that the searching answers process of an organization was started with the recent use of routine. If the time interval since last use increases, it is less O L N H O \ W K D W D J L Y H Q P R G L ø F D W L RAlthough structural inertia has disruptive effect on organizational change, the evolution process S U H Y H Q W V L Q H U W L D X Q O L P L W H Gstructural inertia increasing, it is more and more difficult for the organization to change successfully. Meanwhile, prolonged stagnation cycle may increase the pressure of change within the organization. , I R U J D Q L ] D W L R Q V W U \ W R H [ K Lespecially the core structures or actions, they will be confronted with lower and lower reliability. Together, we argue that there is negative influence of organizational change on organizational survival, as well as the main effect of aging is to decrease the likelihood of change. Amburgey et al. (1993)[15] analyzed organizational failure and change among all 1,011 newspapers published in Finland at any time from the inception of newspaper publication in 1771 until 1963. They found that newspapers with at least one content change had a higher risk of failure than those with none. Alternatively, newspapers with at least one change of frequency had a lower risk of failure than those with none. Moreover, the older the organization is, the greater it jumps in the hazard rate. In general, organizational change is time-dependent,
62which means the occurrence of recent change raises the likelihood of another change of the same type. But other things being equal, organizations are less likely to make changes as they age.Proposition 2.1. Organizational change is negatively related to organizational survival when organizations have higher structural inertia.2.2 3 R V L W L Y H ( I I H F W R I 2 U J D Q L ] D W L R Q D O & K D Q J H R Q 2 U J D Q L ] D W L R Q D O 6 X U Y L Y D OIt is obvious that there is negative effect of organiza t iona l change on organiza t iona l survival. However, due to the requirements of institutionalization and reliability, organizational change also has positive impact on organizational V X U Y L Y D O 2 U J D Q L ] D W L R Q V Q H H G G H Y L V L Q J D Q G H [ H F X W L Q J changes fast enough to meet the demands of uncertain, changing environments-even internal or H [ W H U Q D O ( V S H F L D O O \ L Q W K H K L J K X Q F H U W D L Q S H U L R G L W is better to take appropriate actions which adapt to institutional norms. Selznick (1996)[39] indicated that in order to gain legitimacy, resources, stability and enhanced survival prospects, organizations would succumb to the pressure of institution. Incorporating H [ W H U Q D O O \ O H J L W L P D W H G I R U P D O V W U X F W X U H V L Q F U H D V H VW K H F R P P L W P H Q W R I L Q W H U Q D O S D U W L F L S D Q W V D Q G H [ W H U Q D O constituents (Meyer & Rowan, 1977)[40]. Furthermore, complying with the rules and norms also help organizations obtain necessary resources and support (Kikulis, Slack & Hinings, 1995)[41]. If organizations establish the relationships with legitimate community or public organizations, their probability of survival will increase (Baum & Oliver, 1991)[42].In addition, organizations must meet with the needs of many stakeholders. Scott (1987)[43] suggested that if there are multiple authorities in the area, organizations are obligated to decide which part get associations with. Therefore, organizational change occurs when stakeholders need it to be changed. If not, it is harmful to organizational survival. In other words, investors, customers and government regulators select among the variations in place among organizations competing for resources (Baum et al., 2006)[19]. If these changes are considered to be successful, organizations will attempt to copy and implement or they can attempt to forecast, anticipate, D Q G S O D Q L Q W K H F R Q W H [ W R I W Kmore organizations adopt these certain rules, they will be viewed as institutionalization. In general, when a new pattern or strategy is regarded as a certain degree of aggregation, a large number of organizations will response to it (Palmer, Jennings & Zhou, 1993)[44]. Over time, successful changes are retained as surviving organizations come to be characterized by them. Those who do not change are considered as illegal and face higher risk of failure, even death. Hannan & Freeman (1984)[14] found that universities P X V W X S G D W H W K H W H [ W E R R N Vlegitimacy, or their legitimacy and reliability would be threatened, result in losing financial support and increase the probability of mortality.$ E R Y H D O O Z H ø Q G W K D W L I R Uis the react to the pressure of institutionalization and U H O L D E L O L W \ L W L V E H Q H ø W W R WMiner & Haunschild (1995: 85)[45] defined it as population-level learning, “the systemic change in the Q D W X U H D Q G P L [ R I R U J D Q L ] D W L R QS R S X O D W L R Q R I R J D Q ] D W L R Q DThere is some evidence supporting this conclusion. % X U Q V : K R O H \ [46] found that the adoption R I P D W U L [ P D Q D J H P H Q W E \ K L J Kinfluenced lower-prestige hospitals in their network to do the same. Haveman (1993b)[47] showed that the density of successful savings and loan associations in a particular market encouraged the entry of other savings and loan associations into that market. ' H O D F U R L [ 6 Z D P L Q D W K D Q ∂ V [48] study of organizational change in the wine industry illustrated W K D W X Q S U H G L F W D E L O L W \ R I G H P Din demand increased the likelihood that individual wineries would change their brand portfolios. These empirical studies declared that when stakeholders change or need to cope with institutional pressure, those who do not change will face more failure risk. It also implies that organizations may suffer a lower mortality rate than those that are founded when selection pressures are lower (Swaminathan, 1996)[49].
63Xi LI, et al Are Organizations Always Benefit from Change: A Perspective of Structural InertiaProposition 2.2. Organizational change is positively related to organizational survival when organizations select the change on the population level.F rom above s t a t emen t s , we dep i c t t he organizational change theory framework based on structural inertia perspective (see Figure 2).3 & R Q F O X V L R Q & R P S D U D W L Y H $ Q D O \ V L V2 U J D Q L ] D W L R Q D O H F R O R J \ D L P V W R H [ S O D L Q K R Z social, economic and political conditions affect the relative abundance and diversity of organizations and to account for their changing composition over time (Baum & Amburgey, 2000)[50]. Organizational change is an important issue in this research area. To sum up, differing from the other theories, ecological analyses formulate organizational change at the population level, highlights the effects of selection process-creation new and demise of old organizations. It is essential to discuss the details contrasting the D G D S W D W L R Q D S S U R D F K H V Z K L F K H [ S O D L Q R U J D Q L ] D W L R Q D O change in terms of ongoing leaders’ cumulative strategic choices3.1 0 R W L Y D W L R Q R I 2 U J D Q L ] D W L R Q D OA d a p t a t i o n t h e o r i e s d e m o n s t r a t e t h a t organizational changes describe the adjustments of R U J D Q L ] D W L R Q V W R H Q Y L U R Q P H Qtreats and opportunities, which make requests for organizations’ strong learning ability and capability to change. Moreover, the value of adaptation to organizational change improves organizational performance and increases the probabilities of R U J D Q L ] D W L R Q O V X U Y L Y D O ) Rto resource dependence theory, organizational change can offset the uncertainty of environment, because these actions enhance the ability to control key resources, such as merger, diversification, business process reengineering, and establishment of negotiation environment (Drees & Heugens, 2013[51] + L O O P D Q : L W K H U V & R O O L Q[52]). The view of organizational learning theory presents that search processes are triggered by decision-makers’ perceptions of the organizational performance gap-actual performance does not meet the desired level, and adoption of new organizational routines may increase performance (Levitt & March, 1996)[53]. ) L J X U H 2 U J D Q L ] D W L R Q D O F K D Q J H W K H R U \ I U D P H Z R U N E D V H G R Q V
64However, on the basis of structural inertia theory, organizational ecology emphasizes that organizations’ response to the environment occurs at W K H S R S X O D W L R Q O H Y H O Q R W D W W K H L Q G L Y L G X D O O H Y H O : K H Qtechnologies or other environments changes, some ongoing organizations will face demise, some new and different organizations will appear. The main reason of organizational change-dynamics of organizational population is the selective substitution from new forms of organizations to old ones. It implies that in W K H I D F H R I H Q Y L U R Q P H Q W D O X Q F H U W D L Q W \ W K H H [ L V W L Q J individual organizations especially large and strong ones rarely change their organizational strategies and structures. Innovations of strategy or structure mainly occur during the early period of life cycle of individual organizations or organizational populations. Besides, because of the high risks, individual organizations cannot change easily and rapidly, most notably is the change of core structures. Hannan & Freeman (1984)[14] pointed out there are four aspects of core structures, which are (1) stated goals, based on legitimacy and other resources; (2) forms of D X W K R U L W \ W K H E D V L V R I H [ F K D Q J H E H W Z H H Q P H P E H U V and the organization; (3) core technology, especially as encoded in capital investment, infrastructure, and skills of members; and (4) marketing strategy, the kinds of clients (or customers) to which the organization orients its production and the ways in which it attracts resources from the environment. It is note that an individual organization can change from the structural inertia perspective, but it usually cannot keep up the pace of environmental change.3.2 Choice of Organizational ChangeI n t h e m o d e r n b u s i n e s s e n v i r o n m e n t , organizations face rapid change like never before. Organizational change may have negative effect on organizational survival, so organizations need be to plan and implement change more carefully. There are several types of organizational change, such as organization-wide versus subsystem change, transformational versus incremental change, remedial versus developmental change, and unplanned versus planned change (McNamara, 2006)[54]. Organization-wide change could be restructuring and collaboration, which is highly reactive to the environment. : K H U H D V D F K D Q J H L Q D V X E V \ Vadd or remove a product or service, retooling of a certain department, or a new way of delivering. Additionally, transformational change requires major shifts in direction or perspective while incremental change deals with smaller, more adaptive changes. Remedial Change is to improve the poor performance of a product or the entire organization, reduce burnout in the workplace, and help the organization to become much more proactive and less reactive, or address large budget deficits. Change can also be developmental to make a successful situation H Y H Q P R U H V X F F H V V I X O O L N H H [ Scustomers served, or duplicate successful products or services. Finally, unplanned change usually occurs because of a major, sudden surprise to the organization, which causes its members to respond in a highly reactive and disorganized fashion, planned change occurs when leaders in the organization recognize the need for a major change and proactively organize a plan to accomplish the change. Although there are some theoretical and practical significance of these classifications, they G R Q R W H [ S O D L Q H [ D F W O \ Z K H Qorganizations implement organizational change. From the organizational ecology perspective, we V H W X S D I U D P H Z R U N W R H [ S O Rstructural inertia and innovation ability effect on the strategic choices of organizational change. For the organizations with low structural inertia and low innovation ability, it is better to utilize unconventional F K D Q J H G U L Y L Q J E \ H [ W H U Q D O Himitation and copying. For the organizations with low structural inertia and high innovation ability, W K H \ F D Q D G R S W H [ S O R U D W L Y H R UH [ S O R U H Q H Z G L U H F W L R Q R I G H Y H Otechnology or ideas. For the organizations with high structural inertia and low innovation ability, it is wise not to carry out any organizational change, making sure the stability is more important than anything else. And for those organizations both high in structural
65Xi LI, et al Are Organizations Always Benefit from Change: A Perspective of Structural Inertiainertia and innovation ability, it is more suitable to L P S O H P H Q W H [ S O R L W D W L Y H F K D Q J H V W \ O H E H F D X V H W K H \ U H O \ R Q W K H D F F X P X O D W H G H [ S O L F L W N Q R Z O H G J H W R U H ø Q H and integrate in new areas. On a separate view, change Z L O O S U R J U H V V L Y H O \ E U H D N W K H H [ L V W L Q J H T X L O L E U L X P D Q G not touch the core structure changing issues. Needs to be noted that high structural inertia organizations are the results of populations’ evolution, but inertia of organizations will change with the particular environment.3.3 Meaningfulness of Organizational ChangeTraditional perspectives of organizational change emphasized that there are significantly positive connections with successful change and organizational survival as well as development. Benefits of organizational change are grounded in four aspects. First, objectives and tasks will be made more clearly. Second, efficiency of internal management system will be increased so that organizations can make more rational decisions. Third, information communication lines will be more open so as to ensure the accuracy of the informational transmission. Finally, organizations Z L O O J H W P R U H H [ W H U Q D O U H V R X U F H V W R R E W D L Q D competitive advantage and result in the increasing probability of organizational survival. However, from structural inertia perspective we argued that there are dual effects of organizational change on organizational survival. On the one hand, individual organizations can successfully get legitimacy and institutionalization through organiza t ional change which contr ibutes to organizational survival and development. On the other hand, due to strong pressure of structural inertia, even if the success of organizational change may also lead to increased risk of organizational failure and mortality. The reason of the differences between above two perspectives is that traditional organizational theory ignores the dimension of time, only focuses R Q W K H H [ S H F W H G U H V X O W V R I F K D Q J H Q R W F R Q V L G H U L Q J W K H V H O H F W L R Q S U R F H V V R I S R S X O D W L R Q H Y R O X W L R Q : K L O H organizational ecologists would like their theories to P D [ L P L ] H J H Q H U D O L W \ D F U R V V R U J D Q L ] D W L R Q V U H D O L V P R I F R Q W H [ W D Q G S U H F L V L R Q L Q P H D V X U H P H Q W Q R W K H R U \ can do all these at the same time (McGrath, 1982)[55]. Thus, altering the organizational change research orientation in this way is an important step. In conclusion, we demonstrated that on the perspective of structural inertia, individual organization may not change rapidly. If organization needs to change, it will consider its inertia and innovation ability. 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67 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 malmquist-luenberger*malmquist-luenberger ML 2002 20102008Malmquist Malmquist-luenberger ML Malmquist Malmquist-luenberger7 K H & K L Q H V H & L W \ 3 U R G X F W L Y L W \ R I % L R S K \ V L F D O 3 H Base on the malmquist-Luenberger AnalysisSonghong CHEN, Yu SONG*, Feng ZENG( Faculty of Management and Administration, Macau University of Science and Technology, Macau, China )$ E V W U D F W7 K L V V W X G \ X V H G 0 D O P T X L V W O X H Q E H U J H U 0 / L Q G H [ Z K L F K E D V H Gproductivity changing of Chinese cities from 2002 to 2010. The productivity of Chinese cities showed a rising trend by W K H P H D V X U H D Q G W H F K Q R O R J L F D O F K D Q J H L Q G H [ L V W K H P D L Q U H D V R Qproductivity of seven urban areas, the study found that average annual productivity grew highest of central region of China but lowest in southwest region of China.Financialcrisis of 2008 seriously damaged the productivity of developed H F R Q R P L F U H J L R Q R I H D V W & K L Q D $ I W H U F R P S D U L Q J W K H 0 D O P T X L V W L Q GW K D W 0 / L Q G H [ Z D V O R Z H U W K D Q 0 D O P T X L V W L Q G H [ L W L Q G L F D W H G W K DR Q S U R G X F W L Y L W \ J D L Q V D W W K H H [ S H Q V H R I G H V W U R \ L Q J W K H H Q Y L U R Q Pissuesof productivity of cities would create deviation,this situation would cause the government policies to create misleading.. H \ Z R U G VEmergy; Malmquist-luenberger; Productivity2014-01-24 2014-02-130314* ysong@must.edu.mo, 853-88972350
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69[27]31990 2005malmquist-DEAMika [18] malmquistAle [ander J.Macpherson[19]malmquistToshiyuki Sueyoshi[20] malmquist-DEAChung Fare et al[21] Sumardi and Anaman[22]malmquistLuenberger[15] Malmquist-luenbergerChung Fare [9] MLML FareGrosskop [14] ML 197419841.9% MalmquistMalmquist-luenbergerBar ’ s K. Yörük[22]Malmquist ML OECDMLDong-hyun Oh[21]Malmquist-luenbergerMalmquistMLTsz-Yi Ke[23]Malmquis Malmquist-luenbergerAPECMalmquistMMalmquist-luenberger2 malmquist-luenberger2.1 ODUM H T[7]solar emjoules sejTransformity JgsejJJSej1 =2 =3 =
701 Sej/J 1Sej/J 1.50E+03Sej/J 1.80E+04Sej/J 1.00E+04Sej/J 3.40E+04Sej/J 1.60E+05Sej/J 6.60E+05Sej/$ 8.67E+12Sej/$ 8.67E+12Sej/$ 8.67E+12Sej/J 8.60E+05Sej/J 1.80E+06Kcal/cm2 105J/g 4.941999 H áT áOdum 1993 1988 19961Sej2.2 MN J P (x)={( y, b) x (y, b)}Fare Grosskopf[10]t(t =1,2, ,T) k(k =1,2, ,K) P(x) 12.3 Malmquist-luenbergerML 1MalmquistCA D A D1 FareShephard MalmquistMalmquist-Luenberger t t+1MLML
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77 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 ó*2000 20127 K H , P S D F W R I * D P L Q J , Q G X V W U \ R Q + X P D Q & D S L W D O 6 W U X F W of Income InequalityYanan SONG*, Nan YU( School of Business, Macau University of Science and Technology; Macau, China )$ E V W U D F W: L W K W K H * D P L Q J L Q G X V W U \ S O D \ L Q J P R U H D Q G P R U H L P S R U W D Q W Uthe human capital simplification and shortage are worse. This paper establishes the Vector Error Correction (VEC) Model among industrial human capital structures and income inequality, growth of Gaming industry by using 2000-2012 quarterly data, to analyze the impact of Gaming industry on income inequality and human capital structure. And this paper also analyzes the impulse response and variances decomposition of industrial income inequality and growth of Gaming L Q G X V W U \ W R W K H L Q G X V W U L D O K X P D Q F D S L W D O V W U X F W X U H V 7 K L V S D S Hmanufacturing, whole sales and retailing, transportation and storage and telecommunication, public administration, real estate and commercial business, health and welfare industries has negative impact on industrial human capital structures; and the growth of gaming industry has some positive impact on the hospitality and catering, real estate and commercial business, health and welfare industries.. H \ Z R U G Vaming industry; Human Capital Structure; Income Inequality; VEC Model2014-02-18 2014-03-10FRG 0319* E-mail: ynsong@must.edu.mo Tel: 88972163
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84 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 1* 22002 2011ó ó ó6 W U D W H J L F $ F W L R Q V L Q 2 O L J R S R O L V W L F & R P S H W L W L R Q $ &Erdan MA1*, Zhonglu ZENG2( 1. Faculty of Hospitality and Tourism Management, Macau University of Science and Technology, Macau, China )( 2. Gaming Teaching and Research Centre, Macau Polytechnic Institute, Macau, China )$ E V W U D F WThe study analyzes modes and effects of the strategic actions in the oligopolistic competition by taking the F D V L Q R L Q G X V W U \ L Q 0 D F D X I U R P W R D V D W \ S L F D O H [ D P S O H , W X W LH [ S O R U H W \ S L F D O P R G H V R I V W U D W H J L F D F W L R Q V L Q W K H R O L J R S R O L V W L FS X U S R V H V W K L V V W X G \ V H H N V W R L G H Q W L I \ W K H I D F W R U V W K D W F D Q U H ¿HU H V S R Q V H D J J U H V V L R Q S U X G H Q F H L Q Q R Y D W L R Q L P L W D W L R Q D Q G F D S D Emultiple and changing. The corporates often take many strategic actions with different modes and tend to change their V W U D W H J L F D F W L R Q V L Q W K H Y D U L R X V H F R Q R P L F H Q Y L U R Q P H Q W D Q G U H Vdifferent effect in the booming and down economic environment.. H \ Z R U G VOligopolistic competition; Strategic action; Casino industry in Macau2014-01-04 2014-01-11* E-mail: ema@must.edu.mo Tel: 889719690 20022000
89[1] Cournot, A. (1838) Reserches sur les Principles Mathematiques de la Theorie des Richesses, Paris: Hachette, translated as Research into the Mathematical Principles of the Theory of : ealth, New York: Kelley, 1960. [2] Chen, M. J., & MacMillan, I. C. (1992). Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility. Academy of Management Journal, 35(3), 539-570.[3] Ferrier, : . J., & Lee, H. (2002). Strategic aggressiveness, variation, and surprise: How the sequential pattern of competitive rivalry influences stock market returns. Journal of Managerial Issues, 14(2), 162-180.[4] Chen, M. J., & Hambrick, D. C. (1995). Speed, stealth, and selective attack: How small firms differ from large firms in competitive behavior. Academy of Management Journal, 38(2), 453-482.[5] Galbraith, J. R., & Kazanjian, R. K. (1986). Strategy implementation: Structure, systems, and process. St. Paul, MN: : est Publishing, [6] : ernerfelt, B., & Karnani, A. (1987). Competitive strategy under uncertainty. Strategic Management Journal, 8(2), 187-194. [7] Besanko, D., Dranove, D., Shanley, M., & Schaefer, S. (2007). Economics of strategy 4th ed.. New York: John : iley & Sons.[8] Ferrier, : . J. (2001). Navigating the competitive landscape: The drivers and consequences of competitive aggressiveness. Academy of Management Journal, 44(4), 858-877.[9] Young, G., Smith, K. G., & Grimm, C. M. (1996). Austrian and industrial organization perspectives on firm-level competitive activity and performance. Organization Science, 7(3), 243-254.[10] Chen, M. J., Smith, K. G., & Grimm, C. M. (1992). Action characteristics as predictors of competitive responses. Management Science, 38(3), 439-455. [11] Nelson, R. R., & : inter, S. G. (1982). An evolutionary theory of economic change. Cambridge, MA: Harvard University Press [12] MacMillan, I. C. (1988). Controlling competitive dynamics by taking strategic initiative. The Academy of Management E [ecutive (1987-1989), 2(2), 111-118.[13] Smith, K. G., & Grimm, C. M. (1991). A communication-information model of competitive response timing. Journal of Management, 17(1), 5-23. [14] Boyd, J. L., & Bresser, R. K. F. (2008). Performance implications of delayed competitive responses: Evidence from the US retail industry. Strategic Management Journal, 29(10), 1077-1096.[15] Ferrier, : . J., Smith, K. G., & Grimm, C. M. (1999). The role of competitive action in market share erosion and industry dethronement: A study of industry leaders and challengers. Academy of Management Journal, 42(4), 372-388. [16] Kirzner, I. M. (1997). Entrepreneurial discovery and the competitive market process: An austrian approach. Journal of Economic Literature, 35(1), 60-85. [17] Lieberman, M. B. & Montgomery, D. B. (1998). First-mover (dis)advantages: retrospective and link with resource-based view. Strategic Management Journal 19(12), 1111-1125.[18] Schumpeter, J., & Backhaus, U. (2003). The theory of economic development. In Joseph Alois Schumpeter. Boston: Kluwer, 61-116. [19] Porter Michael, E. (1980). Competitive strategy: Techniques for analyzing industries and Competitors. New York: Free Press.[20] Smith, K. G., Grimm, C. M., & Gannon, M. J. (1992). Dynamics of competitive strategy. London: Sage Publications, Inc.[21] Lilien, G. L. & Yoon, E. (1990). The timing of competitive market entry: An e [ploratory study of new industrial products. Management Science, 568-585. [22] Glaser, B. G. (1978). Theoretical sensitivity: Advances in the methodology of grounded theory. Mill Valley, CA: Sociology Press.2013Lotuser Youth
90 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 TVB$ 6 W X G \ R Q W K H 5 H O D W L R Q V K L S E H W Z H H Q 0 H G L D 8 V H D Q G 3 RChen CHEN( Business School of Macau University of Science and Technology, Macao, China )$ E V W U D F WThrough a questionnaire survey of Macao citizens, the author analyzes the relationship between media use and S R O L W L F D O W U X V W 7 K H U H V X O W V V K R Z W K D W W K H 0 D F D R F L W L ] H Q V Z K R Ktrust than others, the Macao citizens whohave high media attention on Apple Daily but low media attention on Macao ' D L O \ K D Y H V L J Q L ø F D Q W O \ O R Z H U S R O L W L F D O W U X V W W K D Q R W K H U V D Q G 0 D F D R D Q G 7 9 % - D G H K D Y H V L J Q L ø F D Q W O \ K L J K H U S R O L W L F D O W U X V W W K Dand TVB Jade.. H \ Z R U G V0 H G L D ( [ S R V X U H 0 H G L D $ W W H Q W L R Q 3 R O L W L F D O 7 U X V W2014-05-27 2014-06-05:853-88972236 :cchen@must.edu.mo0 1 Easton 1967Political Community Regimethe Authorities[1][2]
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95[14]5.3 TVBTVBTVBTVB6 [1] Easton, D. A System Analysis of Political Life.New York: John : iley & Sons Inc., 1967.[2] Jack, C. The Political Relevance of Trust in Government. The American Political Science Review, 68(3): 973-988, 1974.[3] Lasswell, H. D. The Structure and Function of Communication in Society.The Communication of Ideas. New York: Institute for Religious and Social Studies, 117, 1948.[4] Kraus, S. & Davis, D.The Effects of Mass Communication on Political Behavior.Pennsylvania State University Press, 1976.[5] McLeod, J. M. & McDonald, D. Beyond Simple E [posure: Media Orientation and Their Impact on Political Process.Communication Research, 12, 3-34, 1985.[6] Chaffee, S. H. &Schleuder, J. Measurement and Effects of Attention to Media News. Human Communication Research,13(1), 76-107, 1986.[7] Newhagen, J. E. Self-efficacy and Call-in Political Television Show Use.Communication Research, 21(3), 366-379, 1994.[8] Moy, P. &Scheufele, D. A. Media Effects on Political and Social Trust.Journalism & Mass Communication Quarterly, 77(4), 744-759, 2000.[9] Kaye, B. K. &Johnson, T. J. Online and in the Know: Uses and Gratifications of the : eb for Political Information. Journal of Broadcasting & Electronic Media, 46(1), 54-71, 2002.[10] Miller, A. H., Goldenberg, E. N. &Erbring, L. Type-set Politics: Impact of Newspapers on Public Confidence.The American Political Science Review, 73, 67-84, 1979.[11] Robinson, M. J. Public Affairs television and the Growth of Political Malaise: The Case of the Selling of the Pentagon.The American Political Science Review, 70(2), 409-432, 1973.[12] http://www.dsrt.gov.mo/chi/News/special/TvChannelList.pdf[13] [N]. . 2013-06-14.[14] [N]. . 2013- 7-31.
96 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 Received 14 Feb. 2014; Revised 12 Mar. 2014.019/2010/A2E-mail: [plu@must.edu.mo Tel: 8897-2837Analyzing Center of Mass and Moment of Inertia of & ( / / , 1 2 , ' 6 K D S HXiaoping LU ( Department of General Education, Macau University of Science and Technology, Macau, China )$ E V W U D F W & ( / / , 1 2 , ' V K D S H P R G H O G H ø Q H G E \ V L [ V H P L D [ H V L V V L P L OD [ H V ' X H W R L W V D V \ P P H W U \ W K L V V K D S H P R G H O F R X O G E H D GV K D S H L Q D V W U R Q R P \ V X F K D V W K H D V W H U R L G , Q W K L V D U W LW K H P R P H Q W R I L Q H U W L D R I & ( / / , 1 2 , ' ) X U W K H U P R U H K R Z W Rcorresponding the largest moment of inertia is discussed also. The analyzed results of CELLINOID will be cited directly in the corresponding research.. H \ Z R U G V Center of Mass; Moment of Inertia; EllipsoidCELLINOID CELLINOIDCELLINOIDCELLINOID 0 Introduction 7 K U H H D [ H V H O O L S V R L G V K D S H P R G H O L V R I W H Q employed to simulate the shape of the asteroid in astronomy[1~3]. Nevertheless its symmetric shape makes it not being to represent the real asteroid well. Cellino et al. presented a similar shape, called CELLINOID[4], which consists of eight octants of ellipsoids having G L I I H U H Q W V H P L D [ H V Z L W K W K H F R Q V W U D L Q W W K D W D G M D F H Q WR F W D Q W V P X V W K D Y H W Z R H T X D O V H P L D [ H V L Q F R P P R Q Totally the shape of CELLINOID model is controlled E \ V L [ S D U D P H W H U V Q R W W K U H H DBased on this shape model, the brightness of asteroids R E V H U Y H G I U R P W K H ( D U W K F D Q E Hthan the ellipsoid shape model. CELLINOID shape can simulate the asymmetric V K D S H R I U H D O D V W H U R L G V E X Wcenter of mass are not the same as the ones of ellipsoids. The ellipsoid can rotate stably around L W V P L Q R U D [ L V S D V V L Q J L W V F H Qof ellipsoid. If the CELLINOID were adopted to
97Xiaoping LU Analyzing Center of Mass and Moment of Inertia of CELLINOID Shapesimulate the real asteroid, its center of mass and V W D E O H U R W D W L R Q D O D [ L V Z R X O G K D Y H W R E H I L J X U H G R X W Since CELLINOID consists of eight octants from eight ellipsoids, a rational idea is to calculate its F H Q W H U R I P D V V D Q G U R W D W L R Q D O D [ L V E \ H [ W H Q G L Q J W K H corresponding methods of ellipsoids. Center of mass can be calculated in the case of the system of particles by the general integration of ellipsoids[5] % X W L W L V K D U G W R ø Q G W K H V W D E O H U R W D W L R Q D O D [ L V R I & ( / / , 1 2 , ' , Q W K L V D U W L F O H Z H ø U V W O \ F R P S X W H the moment of inertia of CELLINOID as a rigid body[6~7]. Then based on the known center of mass, the inertia tensor passing it will be derived. Finally W K H S U L Q F L S D O U R W D W L R Q D O D [ H V R I & ( / / , 1 2 , ' Z L O O E H F D O F X O D W H G E \ G L D J R Q D O L ] D W L R Q R I W K H V H Q V R U P D W U L [ 7 K H D [ L V Z L W K W K H O D U J H V W P R P H Q W R I L Q H U W L D Z L O O E H L W V V W D E O H U R W D W L R Q D O D [ L V $ J H Q H U D O & ( / / , 1 2 , ' Z L W K L W V V L [ D [ H V a1, a2, b1, b2, c1, c2 is shown in Fig 1. Each octant is from one H O O L S V R L G Z L W K W K H U H O D W H G W K U H H D [ H V V X F K D V W K H ø U V Wone U G H ø Q H G D V I R O O R Z V .) L J & ( / / , 1 2 , ' 6 K D S H 0 R G H OThe other three above octants are defined similarly with the name U2, U3, U4, while the bellowing four parts are D1, D2, D3 and D4. In the following sections the center of mass and stable U R W D W L R Q D O D [ L V Z L O O E H F D O F X O D W H G L Q G H W D L O V 1 Center of Mass1.1 Center of Mass of one OctantAs shown in Fig 1., the first octant U1 is taken D V W K H H [ D P S O H W R S U H V H Q W W Kcenter of mass.1.1.1 Compute the Mass of Octant U1Suppose the CELLINOID is uniform, i.e. its volume density ( ) is identical. Let it be 1. Therefore the mass (MU1) of Octant U1 will be the same as its volume, i.e. (1)Here we present two methods to calculate the above integration. Firstly, a general method under Cartesian coordinates is shown as follow. (2)Secondly, a generalized transformation from Cartesian coordinates to spherical coordinates (3)can simplify the calculations of these integrations. 6 L P L O D U O \ Z H W D N H W K H R F W D Qshow how to calculate the mass integration in detail. The octant U1 will be limited to the following subsetand its mass MU1 can be calculate as
98 (4)The same answer is derived by different methods. Apparently the second method is simple. In the following calculations we apply the second method to compute the most integrations.1.1.2 Compute Center of Mass of Octant U1 $ F F R U G L Q J W R W K H G H ø Q L W L R Q R I F H Q W H U R I P D V V of a rigid, the center of mass of Octant U1 will be Z L W K W K H I R O O R Z L Q J G H ø Q L W L R Q (5)Similarly, other integrations can be calculated to derive the . Totally the eight octants having the similar characteristics with the corresponding mass and center of mass are given in the following lists.The above four octants:The below four octants:1.2 & H Q W H U R I 0 D V V R I & ( / / , 1 2 , 'After deriving the mass and center of mass of eight octants, the total mass (M) of CELLINOID can be computed easily by the sum of all octants, i.e. (6)And the center of mass of CELLINOID can be computed by the particle system in the following form. (7)
99Xiaoping LU Analyzing Center of Mass and Moment of Inertia of CELLINOID ShapeApparently as a1=a2, b1=b2, c1=c2, the CELLINOID will be reduced to a general Ellipsoid. According to the derived formulas of CELLINOID, the corresponding mass of Ellipsoid will be ,and its center of mass will be the origin, i.e. the center of Ellipsoid, which is consistent with the known results about Ellipsoid[5].2 Stable Rotational AxisMost of asteroids, especially those main belt D V W H U R L G V D U H U R W D W L Q J I U H H O \ D E R X W W K H I L [ H G D [ L V after a long-term evolution. They can be treated as a J H Q H U D O U L J L G Z K L F K U R W D W H V D E R X W L W V S U L Q F L S D O D [ L V R I P D [ L P X P L Q H U W L D S D V V L Q J W K U R X J K W K H F H Q W H U R I P D V V 2.1 0 R P H Q W R I , Q H U W L D R I & ( / / / , 1 2 , 'As known the mass M and center of mass G of CELLINOID, the moment of inertia (IG) rotating about W K H D [ L V S D V V L Q J W K U R X J K , can be computed E \ W K H S D U D O O H O D [ L V W K H R U H P[8].Supposing is the unit direction Y H F W R U R I D Q D [ L V L), the moment of inertia (IO) U R W D W L Q J D E R X W W K H D [ L V L passing through origin O can be computed in the form , where M is the mass of CELLINOID and is the perpendicular distance of two straight lines with the same direction passing through G and O respectively. It is easy to compute the distance by the cross product of vector and unit direction vector , (8)where B L V D V \ P P H W U L F P D W U L [ Z L W K W K H I R U P .The moment of inertia (IG) of CELLINOID can E H F R P S X W H G L Q W K H P D W U L [ I R U P . (9)) X U W K H U P R U H W K H P R P H Q W R I Lpassing origin can be calculated as, (10)where r is the distance of the origin and an arbitrary point in CELLINOID, i.e. . The same assumption of the density is applied and the result is shown as followsLet ,whereSimilarly the moment of inertia (IO) has the quadratic form .) L Q D O O \ Z L W K W K H S U H Y L R X V G Hof inertia (IG F D Q E H U H S U H V H Q W H G D V W . (11)
1002.2 Calculating Matrix ADerived previously, the mass of CELLINOID (M) and the center of mass are known and the only left unknown variables for IG D U H W K H P D W U L [ A with respect to moments of inertia Ixx, Iyy H W D O : H S U H V H Q W W K H S U R F H V V W R F D O F X O D W H W K H V L [ P R P H Q W V R I inertia. Now that CELLINOID shape consists of eight octants from ellipsoids, the calculation of moment of inertia can be transformed to sum of eight moments of inertia of the octants from ellipsoids[9] 7 K H V L [ moments of inertia of octant U1 are presented as follows.Then, the three moment of inertia of octant U1 IxxU1, IyyU1, IzzU1 will beThe other three moment IxyU1, IxzU1, IyzU1 of inertia of octant U1 will beSimilarly moment of inertia of other octants can be calculated and moment of inertia of CELLINOID is listed as follows.
101Xiaoping LU Analyzing Center of Mass and Moment of Inertia of CELLINOID Shape: L W K W K H G H I L Q L W L R Q R I S U H Y L R X V V L [ E D V L F moments of inertia Ixx, Iyy H W D O W K H P D W U L [ $ L V G H U L Y H G Ultimately the moment of inertia of CELLINOID passing through its center of mass can be calculated by (12)2.3 ) L Q G L Q J 5 R W D W L R Q D O $ [ L V R I & ( / / , 1 2 , 'Denoted by IG, the moment of inertia of & ( / / , 1 2 , ' L V D T X D G U D W L F I R U P W K D W G H ø Q H V D V X U I D F H of an ellipsoid, called inertia ellipsoid. Finding W K H V W D E O H U R W D W L R Q D O D [ L VW U D Q V I R U P H G W R G H W H U P L Q H W K Hellipsoid[10]. $ S S D U H Q W O \ W K H P D W U L [ A-MB is a real symmetric P D W U L [[11], which has the eigen decomposition into W K H S U R G X F W R I D Q R U W K R J R Q D O and a diagonal P D W U L [ given by , ,where are the eigenvalues, called principal P R P H Q W V R I L Q H U W L D D Q G W K H F R O G H ø Q H W K H G L U H F W L R Q V R I W K H S U L Q F L S D7 K H U H I R U H W K H I U H H U R W D W L R QZ L O O E H W K H X Q L W G L U H F W L R Q Y H FR I P D W U L [ Q corresponding to the largest eigenvalue I1. 7 R V X P X S W K H V W D E O H U R W D W L Rcould be found by the diagonalization of the tensor P D W U L [ R I L Q H U W L D A-MB.3 1 X P H U L F D O ( [ S H U L P H Q W$ V S H F L I L H G & ( / / , 1 2 , ' V K D Sparameters a1=3, a2=2, b1=3, b2=4, c1=1, c2=2 is shown in Fig 2. According to the formulas described previously, its mass (M) and center of mass (G) will be calculated, i.e.M = 54.9779, G (0.3750, -0.3750, -0.3750).Furthermore, with the derived mass and center of P D V V W K H I U H H U R W D W L R Q D O D [ L Vbe (-0.0167, 0.0068, 0.9998). ) L J 6 S H F L ø H G & ( / / , 1 2 , '
1024 SummaryIn this article we presented the whole process W R ø Q G W K H F H Q W H U R I P D V V D Q G P D V V R I & ( / / , 1 2 , ' Besides, based on the analysis of moments of inertia, W K H U R W D W L R Q D O D [ L V R I & ( / / , 1 2 , ' L V G H W H U P L Q H G W R R ) R O O R Z L Q J W K H F H Q W H U R I P D V V D Q G U R W D W L R Q D O D [ L V R I CELLINOID, the asteroid spinning coordinate system can be built up supposing the origin as its center R I P D V V D Q G ] D [ L V D V W K H G H U L Y H G U R W D W L R Q D O D [ L V Ultimately, the position vectors of the Earth and the Sun observed in the general ecliptic coordinate system can be transformed to the vectors in asteroid spinning coordinate system, which largely simplifies the calculation of brightness as the asteroid spins about its U R W D W L R Q D O D [ L V References [1] Surdej, A., Surdej, J., Asteroid lightcurves simulated by the rotation R I D W K U H H D [ H V H O O L S V R L G P R G H O $ V W U R Q P \ $ V W U R S K \ V L F V 31–36.[2] Lu, X., Zhao, H., You, Z., A Fast Ellipsoid Model for Asteroids Inverted From Lightcurves. Research in Astronomy and Astrophysics, 2013, 13(4), 465–472. [3] Cellino, A., Hestroffer, D., Tanga, P., Mottola, S., Dell’Oro, A., Genetic inversion of sparse disk-integrated photometric data of asteroids: application to Hipparcos data. Astronomy&Astrophysics 2009, 506(2), 935–954.[4] Cellino, A., Zappala,V., Farinella, P., Asteroid shapes and lightcurve morphology. Icarus 1989, (78), 298– 310.[5] Beatty, Millard F., Principles of Engineering Mechanics, Volume 2: Dynamics—The Analysis of Motion, Mathematical Concepts and Methods in Science and Engineering, 2006, Springer.[6] Tenenbaum, RA. Fundamentals of Applied Dynamics. 2004, Springer[7] Kane, T. R.; Levinson, D. A. Dynamics, Theory and Applications. 1985, New York: McGraw-Hill.[8] [8] Paul, Burton, Kinematics and Dynamics of Planar Machinery, 1979, Prentice Hall.[9] Zhao, X., Yang, B. Huang, S., Calculation of the Rotary Inertia of Ellipsoid. Physics and Engineering. 2007,17(2), 28-30.[10] + D Q 3 7 R Q J / & R Q ø U P L Q J 3 U L Q F L S D O $ [ L V Rby Analytic Approach. Journal of Liaoning Institute of Technology. 2005, 25(4), 273-275.[11] * + * R O X E & ) / R D Q 0 D W U L [ & R P S X W D W L R QJohns Hopkins University Press.( ) 20146 3 5, 200620111004 M a r k ROBINSON Kai :UNNEMANNJunichi Haruyama40
103 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 Received 1 Jan. 2014; Revised 1 Mar. 2014.; L Q / L X ) H P D O H ' R F W R U $ V V L V W D Q W 3 U R I H V V R U 0 D W U L [ W K H R U \ D Q G L W V D S( P D L O [ L O L X # P X V W H G X P R 7 H O 7Z R X V H I X O / H D V W 6 T X D U H J L Q Y H U V HapplicationsXin LIU ( Department of General Education, Macau University of Science and Technology, Macau, China )$ E V W U D F W In this paper, we consider the relationship between the and where denote the least square g-inverse of U H V S H F W L Y H O \ : H H V W D E O L Vand sufficient rank conditions for some relationships to be hold, say As applications, we present some close links between the least square g-inverse of D Q G W K H O H D V W V T X D U H J L Q Y H U V H R I W K H E O R F N F L U . 0 R U H R Y H U Z H S U H V H Q W W K H U H S U H V H Q W D W L R Q V R I W K H O H D V W . H \ Z R U G V / H D V W V T X D U H J L Q Y H U V H 5 D Q N R I P D W U L [ % O R F N F L U F X , , 0 IntroductionThroughout this paper, we denote the set of all matrices over an arbitrary field by . For , stand for the conjugate transpose, the column space, the rank of respectively. $ P D W U L [ is called the Moore-Penrose inverse R I D P D W U L [ , denoted by , if it satisfies the following four Penrose equations.$ P D W U L [ is called an inner inverse of , denoted by L I L W V D W L V ø H V W K H H T is called a least square g-inverse of or a (1,3)-inverse
104of , denoted by L I L W V D W L V ø H V E R W K W K H H T X D W L R Q V (i) and (iii).The generalized inverse of a sum of matrices were investigated by many authors. For instance, Cline[5] in 1965 gave the inner inverse of two nonnegative definite matrices; Minamide[7] in 1985 derived the inner inverse of the sum of Hermitian P D W U L [ D Q G D Q R Q Q H J D W L Y H G H I L Q L W H P D W U L [ . D O D D Q G Klaczynski[6] in 1994 presented the representation of the inner inverse of without any assumptions; Besides those, the Moore-Penrose inverse of a sum of two matrices were also considered by some authors, such as Fill and Fishkindy[8] : K L O H by the rank method, Tian considered another general case. Tian in Chapter 21 of [2] and [3] have found that the following two statementsandhold when are (1) or +.For more related work, please refer to [1,4,9~17].To our knowledge, there has been l i t t le information on the (1,3)-inverses. Therefore, the aim of the paper is to prove the above two statements are also true when = (1,3) by rank method.: H R U J D Q L ] H W K L V S D S H U D V I R O O R Z V , Q 6 H F W L R Q 2, based on some useful lemmas, we first derive the P D [ L P D O R U P L Q L P D O U D Q N D E R X W with respect to . In Section 3, as applications of Section 2, we derived that the above two statements hold for = (1,3).1 Some useful lemmasNow, we begin with the following lemmas.Lemma1.1. (See [2]) Let , , , be J L Y H Q 7 K H Q W K H U D Q N R I W K H 6 F K X U F R P S O H P H Q W V D W L V ø H V the equality . (1)Lemma 1.2. (See [3]) Let , , , be given. Then . (2) . (3)2 Relationships between and In this section, we using lemmas in Section W R H V W D E O L V K W K H P D [ L P D O .Theorem2.1.Let , , , be given with . Then . (4), Q S D U W L F X O D U W K H U H H [ L V W and such that if and only if .Proof: Form (3), we can getApplying (3) again and simplifying with respect to , we have
105Xin LIU Two useful Least Square g-inverse Sets’ Relationship with applications (5) . (6)The third equality follows from that W K X V W K H U H H [ L V W Q R Q V L Q J X O D U P D W U L F H V such that .Therefore . (7)Similarly, by the fact ofand the rank cancellation rules thatwe obtain . (8)Putting (7) and (8) into (5) yields (6), then our results follows.Theorem2.2.Let , , , be given with . Then , (9)I n p a r t i c u l a r , t h e f o l l o w i n g s e t i n c l u s i o n holdsif and only if holds.Proof. It follow from (2) that (10)By (1) and block elementary operations, the rank R I W Z R E O R F N P D W U L F H V L Q F Dfollowing. . (11)Notice that , then it is easy to verify that . (12)Putting (11) and (12) in (10) yields (9). As we know that if and only if . Hence, we have holds if and only if , then our results follow. Similarly, we can establish the following.Theorem2.3.Let , , , be given with . Then .In particular, the following set inclusion holds if and only if .Based on the above two theorems, we can get the following directly.
106Theorem2.4.Let , , , be given with . Then holds if and only if both (13)and (14)hold.3 Useful applicationsUsing the results in Section 2, we have the following applications.Theorem3.1.Let and . Then .Proof. Put ,1 4 .: H F D Q Y H U L ø H G W K D W . (15)It follows from (15) and that establishing (13). Now we reduce and . . .Combing the above two rank equalities yields .Thus by Theorem2.4, we can immediately obtain (14).Theorem3.2.Let be an F R P S O H [ P D W U L [ 7 K H .Proof. Let
107Xin LIU Two useful Least Square g-inverse Sets’ Relationship with applications .Then and hold. Therefore, we haveNoting thatandyields .By Theorem3.2, we can get our required result.4 Conclusions: H L Q W K L V S D S H U F R Q V L G H U W K H U H O D W L R Q V K L S between and by the rank method. : H H V W D E O L V K W K H Q H F H V V D U \ D Q G V X I I L F L H Q W U D Q N conditions for some relationship to be hold, say, As app l i ca t i ons , we ge t a interesting link between the least square g-inverse of and the least square g-inverse of the E O R F N F L U F X O D Q W P D W U L [ J H Q H U D W H G E \ : D O V R G H U L Y H W K H O H D V W V T X D U H J L Q Y H U V H R I L W V F R P S O H [ P D W U L [ . Besides, the rank formulas derived in Section 2 K D Y H V R P H R W K H U D S S O L F D W L R Q V ) R U H [ D P S O H Z H F D Q J H W the relationship between and by using Theorem 2.1-2.4.Now, let .By Theorem 2.1, we get Therefore, we have the following:Any (1,3)-inverse of can be the upper left block of if and only if .References [1] < 7 L D Q 6 R P H H T X D O L W L H V I R U J H Q H U D O L ] H G block circulant matrices. Archivum Mathematicum, 2001, 37, 301-306.[2] Y. Tian. Rank equalities related to generalized inverses of matrices and their applications. Master thesis, Concordia University, 1999.[3] < 7 L D Q 7 K H 0 R R U H 3 H Q U R V H L Q Y H U V H R I D Wproduct. Math. in theory and Practice, 1992, 1,64-70.[4] Y. Tian. The Moore-Penrose inverse of m×n block matrices and their applications. Linear Algebra Appl., 1998, 283, 35-60.[5] R.E. Cline. Representations for the generalized inverse of sums of matrices. Journal of the Society for Industrial and Applied Mathematics: Series B, Numerical Analysis, 1965, 2 (1), 99-114.[6] R. Kala, K. Klaczynski. Generalized inverses of a sum of matrices. Sankhya: The Indian Journal of Statistics, 1994, Series 56 (3) , 458-464.[7] 1 0 L Q D P L G H $ Q H [ W H Q V L R Q R I W K H P D W U L [ LAlg. Disc. Math, 1985, 6, 371-377.[8] J.A. Fill, D.E. Fishkindy. The Moore-Penrose generalized inverse for V X P V R I P D W U L F H V 6 , $ 0 - 0 D W U L [ $ Q D O $ S S O[9] Y. Tian. Rank equalities related to outer inverses of matrices and applications. Linear and Multilinear Algebra, 2002, 49 (4), 269-288.[10] Y. Tian. Rank equalities for block matrices and their Moore-Penrose inverses. Houston J. Math., 2004, 30, 483-510.[11] < 7 L D Q 0 R U H R Q P D [ L P D O D Q G P L Q L P D O U D Q Nwith applications. Appl. Math. and Comput., 2004, 152, 675-692.[12] T.S. Jiang. Algebraic methods for diagonalization of a quaternion P D W U L [ L Q T X D W H U Q L R Q L F T X D Q W X P W K H R Uphysics, 2005, 46 (5) , 45-52.[13] Y. Tian. How to characterize equalities for the Moore-Penrose inverse R I D P D W U L [ . \ X Q J S R R N 0 D W K - [14] Y. Tian. The Moore-Penrose inverse for sums of matrices under rank additivity conditions. Linear and Multilinear Algebra, 2005, 53, 45-65.[15] H. V. Henderson, S. R. Searle. On deriving the inverse of a sum of matrices. SIAM Review, 1981, 23 (1), 53-60.[16] C.H. Hung, T.L. Markham. The Moore-Penrose inverse of a sum of matrices. J. Austral. Math. Soc. , 1977, 24 (Series A), 385-392.[17] K.S. Source. On the inverse of the sum of matrices. Mathematics Magazine, 1981, 54 (2), 67-72.
108 Vol.8 No.1 Journal of Macau University of Science and Technology June 30, 2014 Received 11 Apr. 2014; Revised 19 May 2014*Corresponding Author: Chu Man, female, PhD student, the Chinese University of Hong Kong, research interests include cytokine D Q G F K H P R N L Q H D E Q R U P D O L W L H V L Q D X W R L P P X Q H G L V H D V H ( P D L O $ G G U H V VCytokine and Chemokine Aberrations in Systemic Lupus ( U \ W K H P D W R V X VMan CHU1 & K X Q . Z R N : 2 1 *1, Lai Shan TAM2 & K U L V W R S K H U : D L . H L3 ' H S D U W P H Q W R I & K H P L F D O 3 D W K R O R J \ 3 U L Q F H R I : D O H V + R V S L W D O W K ' H S D U W P H Q W R I 0 H G L F L Q H D Q G 7 K H U D S H X W L F V 3 U L Q F H R I : D O H V + R V S L W D O ( 3. Macau Institute for Applied Research in Medicine and Health, Macau University of Science and Technology, Macau, China)$ E V W U D F W Systemic lupus erythematosus (SLE) is an autoimmune disease that predominantly affects adult women. Although the underlying causes and pathological mechanisms have not been clearly elucidated, it is known that cytokine and chemokine aberrations, as well as genetic, hormonal and environmental factors, are intricately involved in the initiation and development of SLE. Aberration of cytokines and chemokines resulting in dysregulation of different immune cell subsets, such as T helper (Th) 1/Th2 and Th17/regulator T (Treg) lymphocytes contributing to the pathogenesis of SLE will be discussed in this review.. H \ Z R U G V SLE; Th1/Th2 cytokines; Th17/Treg cytokines; chemokines1* 1 2 31. 2. 3. Th1/Th2 Th17/Treg Th1/Th2 Th17/Treg0 BackgroundSystemic lupus erythematosus (SLE) is a remitting-relapsing autoimmune disease characterized by activation of T and B lymphocytes and dysregulation of a series of cytokines and chemokines leading to F O L Q L F D O H [ D F H U E D W L R Q Z L W K Porgan involvements[1]. Similar to other autoimmune diseases such as rheumatoid arthritis, multiple sclerosis, Sjögren’s syndrome and type 1 diabetes mellitus, SLE manifests a failure of recognizing the
109Man CHU, et al Cytokine and Chemokine Aberrations in Systemic Lupus Erythematosusbody’s own constituent parts as self. The immune system produces antibodies that attack the body’s own cells and tissues, most commonly affecting the heart, skeletal joints, skin, lungs, blood vessels, liver, kidneys and the nervous system[2] : K \ V X F K D G L V H D V H was named “Systemic Lupus Erythematosus”? Lupus is Latin for “wolf”, and lupus erythematosus describes W K H F K D U D F W H U L V W L F E X W W H U ¿\ U D V K Z K L F K D S S H D U V D F U R V V the bridge of the nose resembling the bite of a wolf[3]. î Prevalence of SLEDue to improved detection of mild disease, it is estimated that SLE presently affects about 5 million people worldwide with a prevalence rate of 20 to 150 cases per 100,000 populations[4]. Meanwhile the incidence and prevalence vary with gender, geography and ethnicity. Among adult patients, female-to-male ratio of SLE prevalence averages nearly 9:1 partly because of an estrogen hormonal effect in women. Urban residents tend to have an increased prevalence of SLE and greater involvement of vital organs. The prevalence and mortality of patients with African or Asian ethnicity are 2 to 4 times higher than those in white populations[5-7]. There is no formal epidemiology survey available in Hong Kong. According to an empirical estimation by Mok et al from 2 tertiary hospital cohorts, the point prevalence of SLE was 58.8 per 100000 with rates for men and women being 11.7/100000 and 104/100000, respectively[8]. î Natural history of SLE Although SLE can be diagnosed at any age, 65% patients manifest disease onset between aged 16 to 55 years (average 31 years)[9]. There is great individual variation as to the nature and severity of lupus symptoms, from a mild condition that affects only one area of the body to a rapidly progressive disease simultaneously injuring multiple organ systems. Nevertheless, it is usually a mild disease that most commonly affects the skin, muscles and M R L Q W V D W W K H E H J L Q Q L Q J & U R Q L F I D W L J X H X Qfever, weight loss and loss of appetite are common systemic complaints. The butterfly rash across the bridge of the nose is the typical manifestation in SLE E H I R U H S U R J U H V V L Q J W R R W K H U contributing to mortality of SLE include major organ involvement, especially nephropathy, thrombosis, accelerated atherosclerosis, and increased risk for cancer[10]. In SLE, deposition of antibodies in the J O R P H U X O L F D Q F D X V H S H U V L V W H Q WF D O O H G O X S X V Q H S K U L W L V 7 K H L Qalso increase atherosclerotic risk leading to coronary artery disease[1, 11]. Our recent study found that in 72 stable SLE patients, low-dose rosuvastatin (a HMG-CoA reductase inhibitor for lipid-lowering therapy) can significantly suppress vascular biomarkers, namely, high-sensitivity C-reactive protein (hsCRP) and thrombomodulin, which may possibly reduce cardiovascular risk[12].7 D E O H $ P H U L F D Q & R O O H J H R I 5 K H X P D W R O R J \ & U L W H U L D I R U W K H ' L D J Q R VCriteria ' H ø Q L W L R QMalar rash A rash on the cheeks and nose, often in the shape of a butterflyDiscoid rash A rash that appears as red, raised, disk-shaped patchesPhotosensitivity A reaction to sunlight that causes a rash to appear or get worseOral ulcers Sores in the mouthArthritis Joint pain and swelling of two or more jointsSerositis Pleuritis or pericarditisKidney disorder Persistent protein or cellular casts in the urineNeurologic disorder Seizures or psychosisBlood disorder Anemia, leukopenia, lymphopenia, or thrombocytopenia Immunologic disorder Positive test for anti–double-stranded DNA, anti-Sm, or antiphospholipid antibodiesAbnormal antinuclear antibodies Positive antinuclear-antibody test
110 î 8 V H R I 6 / ( G L V H D V H D F W L Y L W \ L Q G H [ 6 / ( ' $ , score for accessing disease severityThe most widely used classification criteria for SLE were initially developed by the American College of Rheumatology (ACR) in 1971[13], revised in 1982[14], and further updated in 1997[15]. The clinical heterogeneity of SLE fostered the establishment of 11 criteria (Table 1) for calculating the SLE disease D F W L Y L W \ L Q G H [ 6 / ( ' $ , [15]. Four of the 11 criteria are needed for establishing the diagnosis of SLE. However, to-date SLE remains a clinical diagnosis by H [ F O X V L R Q E H F D X V H R I W K H O R Z V H Q V L W L Y L W \ R I W K H $ & 5 criteria, especially in early disease. 1 Underlying causes and pathological P H F K D Q L V P V R I 6 / (The underlying causes and pathological mechanisms of SLE have not been completely H O X F L G D W H G $ Q H [ W U H P H O \ F R P S O L F D W H G D Q G multifactorial interaction among various genetic, hormonal and environmental factors provoking both innate and adaptive immune responses probably contributes to the initialization and progression of SLE[1]. SLE more commonly results from the combined effect of variants in a large number of genes. Population studies have revealed that the susceptibility to SLE involves human leucocyte antigen (HLA) class II gene polymorphisms[16]. A strong association of HLA DR2 and DR3 with SLE is D F R P P R Q ø Q G L Q J L Q S D W L H Q W V R I G L I I H U H Q W H W K Q L F L W L H V[17]. Similarly, patients with homozygous C4A null alleles, irrespective of the ethnic background, are at high risk of developing SLE. Moreover, SLE is associated Z L W K L Q K H U L W H G G H ø F L H Q F L H V R I F R P S O H P H Q W V & T & U s, and C2[1]. Hormones make SLE a predominately female disease through unknown mechanism. There is evidence that endogenous oestrogen concentration may influence disease activity and prognosis in human SLE and pregnancy may aggravate SLE[18]. Although genetic and hormonal factors may confer a predisposition to the development SLE, the initiation of the disease probably results from several H Q Y L U R Q P H Q W D O W U L J J H U V D Q G H [ R J H Q R X V I D F W R U V 6 P R N L Q J D Q G H [ S R V X U H W R X O W U Dimplicated in epidemiological studies[19]. Infectious or endogenous viruses (e.g., Epstein-Barr virus) or viral-O L N H H O H P H Q W V K D Y H E H H Q L G H Q Win the development of lupus. Besides, a number of drugs, especially those containing aromatic amines, have been implicated as aetiological factors in SLE[20].Together with heredi tary, hormonal and environmental factors, aberrations in various immune cells including T lymphocytes, B lymphocytes and antigen-presenting cells are intricately involved in the initiation and development of SLE[21]. The overproduction of various autoantibodies such as antinuclear antibody (ANA) and anti-dsDNA antibody is characteristic of SLE[22]. In addition, cytokine imbalances contribute to immune dysfunction, trigger inflammation, and induce organ damage in SLE. The abnormalities of various cytokines may reflect the imbalance among different immune cell subsets, such as T help 1 (Th1)/Th2 and Th17/ Regulatory T (Treg) lymphocytes, contributing crucially to SLE pathogenesis[23] : H V K D O O I R F X V E H O Rpathological roles of cytokines and chemokines in SLE.2 3 D W K R O R J L F D O U R O H V R I F \ WF K H P R N L Q H V L Q 6 / ( Cytokines are a group of small peptides or glycoproteins produced by a wide variety of cells that act as intercellular messengers. They also play an important role in the differentiation, maturation and activation of various immune cells, and are involved in inflammation both directly and indirectly[24]. Abnormal release or function of diverse cytokines has been identified in SLE patients both in vitro and in vivo F R Q V W L W X W L Q J D U D W K H U F R Pnetwork. T-helper (Th) cells are a sub-group of T lymphocytes which can secrete diverse cytokines. It is widely recognized that naive CD4+ T lymphocytes become activated and differentiate into various effector T cell subsets after encountering a specific D Q W L J H Q 7 K H H [ S D Q G L Q J I D P L O \ Th1, Th2, Th9, Th17, Th22, T follicular helper (Tfh),
111Man CHU, et al Cytokine and Chemokine Aberrations in Systemic Lupus Erythematosusand regulatory T (Treg) lymphocytes characterized by their distinct pattern of cytokine production[25]. : H V K D O O G L V F X V V E H O R Z W K H S D W K R O R J L F D O U R O H V of imbalances of Th1/Th2 cytokines, Th17/Treg cytokines and chemokines contributing to SLE (Figure 1).2.1 , P E D O D Q F H R I 7 K 7 K F \ W R N L Q H V L Q 6 / (The Th1 cytokines including interleukin (IL)- L Q W H U I H U R Q , ) 1 D Q G W X P 7 1 ) . D U H U H V S R Q V L E O H I R U W K H L P P X Q L W \ F \ W R W R [ L F L W \ G H O Dand stimulation of monocytes. Th2 cytokines such as IL-4, IL-5, IL-6, IL-10, IL-13 are responsible for the development of B-cell mediated humoral immunity, IgE production, activation of eosinophils and inactivation of monocytes[26~27] (Table 2). It has ) L J X U H ( I I H F W R U 7 F H O O G L I I H U H Q W L D W L R Q 7 K 7 K 7 K D Q G 7 U H J H I I H F W R UTable 2 The major cytokines produced by Th1 and Th2 cells Cytokines Cell source Target Main FunctionIL-2T cells; NK cellsT cells; B cells; MonocytesProliferation; Enhancement of cytoto [icity; IFN secretion; Antibody productionIFN-T cells; NK cellsMonocytes; Endothelial cells; Many tissue cells - especially macrophagesPromotes activation of APCs and cell-mediated immunity; Increased MHC class II e [pressionTNF-Macrophages; T cellsT cells; B cells; Endothelial cells; Hypothalamus; LiverInflammatory; Promotes activation and production of acute-phase proteinsIL-4 T cells Naive T cells; T cells; B cellsProliferation; Differentiation of Th2 cells; Promotes IgG and IgE production; Inhibits cell-mediated immunity and Th17 developmentIL-5 T cells B cells; Eosinophils Proliferation and activation; Hallmark of Th2 effector cellsIL-6T cells; Macrophages; FibroblastsT cells; B cells; Mature B cells; LiverInflammatory and costimulatory action; Induces proliferation and differentiation; Synergizes with TGF- to drive Th17IL-10 T cells Macrophages; T cellsImmune suppression; Decreases antigen presentation and MHC class II e [pression of dendritic cells; Down- regulates pathogenic Th1, Th2 and Th17 responsesIL-13 T cells B cells; macrophagesGoblet cell activation in lung and gut; Proliferation and promotion of IgE production; Regulation of cell-mediated immunity$ 3 & D Q W L J H Q S U H V H Q W L Q J F H O O 0 + & P D M R U K L V W R F R P S D W L E L O L W \ F R P S O H [
112been well understood that imbalance between Th1 and Th2 cytokine production plays a key role in the induction and development of several autoimmune diseases[28]. Clinical and genetic investigations of peripheral blood mononuclear cells (PBMC) of SLE S D W L H Q W V L Q F O X G L Q J R X U J H Q H H [ S U H V V L R Q V W X G \ R I patients showed decreased in vitro production of Th1 F \ W R N L Q H V , / , ) 1 7 1 ) . D Q G , / Z L W K X S regulation of Th2 cytokine IL-4 and IL-10[29-30]. SLE is therefore considered to be a predominantly Th2-mediated disease and such imbalance may be due to the production of autoantibodies specific for self-antigens[31] + R Z H Y H U V L J Q L ø F D Q W O \ H O H Y D W H G F \ W R N L Q H V I R U 7 K U H V S R Q V H L Q F O X G L Q J , / 7 1 ) . D Q G , ) 1 were also found in the plasma of SLE patients[32-33]. These discrepancies imply that the Th cytokine U H V S R Q V H L Q 6 / ( L V Y H U \ F R P S O H [ D Q G U H T X L U H V I X U W K H U investigation. Recently, several newly discovered cytokines of Th1 and Th2 cytokines family, such as IL-23, IL-18, IL-21, and IL-33, were investigated for their importance in SLE pathogenesis[34]. Our previous cross-sectional studies have shown that elevated plasma IL-18 concentration is correlated with SLE disease activity and associated with renal disease in patients with systemic lupus erythematosus[35, 33]. Our follow-up study also indicated that IL-18 is probably involved in the activation of pathogenic Th17 cells in SLE[36]. Elevation of both Th1 and Th2 cytokines in 6 / ( L P S O L H G W K H F R P S O H [ F R Q G L W L R Q G U L Y H Q E \ G L I I H U H Q W lymphocyte subsets, and the issue of polarised Th1 R U 7 K F \ W R N L Q H H [ S U H V V L R Q L Q W K L V G L V H D V H U H P D L Q V undetermined.2.2 , P E D O D Q F H R I Q R Y H O 7 K 7 U H J F \ W R N L Q H V L Q 6 / (Besides the longstanding paradigm of Th1/Th2 lymphocyte mediated immune responses, newly identified Th17 cells and Treg cells are thought to participate in the pathogenesis of SLE[37]. Th17 cell formation is attributed to the involvement of W U D Q V I R U P L Q J J U R Z W K I D F W R U 7 * ) , / , / and IL-23 in the surrounding microenvironment and require signal transducer and activator of transcription 3 (STAT3) and the retinoic-acid-U H F H S W R U U H O D W H G R U S K D Q U H F H S W R U V J D P P D 5 2 5 [38]. Effector cytokines associated with this cell type include IL-17, IL-21, and IL-22[39] (Figure 1). IL- L V D S U R L Q I O D P P D W R U \ F \ W R N L Qfamily members (IL-17 A to F) and five receptors (IL-17R A to E) with multiple functions in tissue inflammation[40]. Previous studies of our group have demonstrated that compared to healthy controls, SLE patients had higher plasma IL-17 concentration that was positively associated with SLE disease activity, and the increased frequency of IL-17-producing Th cells was also observed in PBMCs of SLE patients[41, 36] : H D O V R I R X Q G L Q F U H D V H G H [ S U5 2 5 W P 5 1 $ L Q X U L Q H V H G L P H Q W V R[42]. Other studies have also reported that circulating IL-17 concentration was associated with renal involvement besides contributing to the pathogenesis of lupus nephritis[43]. Accordingly, it is increasing established W K D W , / L V L P S R U W D Q W L Q W L V VS D W L H Q W V D Q G L W V S U R L Q I O D P P Dthrough its ability to induce secretion of chemokines such as CXCL8 and monocyte chemo-attractant protein-1 (MCP-1) [44]. In addition, IL-17 has also been shown to increase B cell activation, proliferation and antibody production in conjunction with B cell activating factor[45]. Since their first identification in late 1990s, Treg lymphocytes have been considered the key cells maintaining immune tolerance to self-antigens and protection against autoimmunity. Treg cells come in many forms with the most well-understood E H L Q J W K R V H H [ S U H V V L Q J & ' & 'E R [ S U R W H L Q ) R [ S Z K L F K L V D L P P X Q H U H V S R V H 7 * ) L V N Q R Z QW K H G L I I H U H Q W L D W L R Q R I 7 U H J FR I ) R [ S [46]. Effector cytokines associated with Treg F H O O D U H , / , / D Q G 7 * ) Z K LU R O H L Q F R Q W U R O O L Q J W K H L Q ¿D Ppatients, the number of CD4+CD25+ ) R [ S + Treg cells in PBMCs is significantly decreased compared with healthy controls which relates inversely to the disease severity, especially in active disease. Moreover, the G H F U H D V H G ) R [ S P 5 1 $ Z D V D O V R patients[47-48]. Two recent studies have also shown the
113Man CHU, et al Cytokine and Chemokine Aberrations in Systemic Lupus Erythematosus7 U H J W R 7 K U D W L R W R E H G H F U H D V H G L Q H [ D F H U E D W H G SLE[49-50]. Although the definite roles of Th17 and Treg cells in SLE are still uncertain, it is gradually N Q R Z Q W K D W 7 * ) W R J H W K H U Z L W K , / S U R P R W H V W K H G L I I H U H Q W L D W L R Q R I 7 K F H O O V D Q G V X S S U H V V H V ) R [ S D Q G W K H H [ S U H V V L R Q R I ) R [ S S U H Y H Q W V 7 F H O O V I U R P differentiating into Th17 proinflammatory effector T cells, leading to the imbalance of Th17/Treg cells in SLE[51].2.3 7 K H U R O H R I F K H P R N L Q H V F R Q W U L E X W L Q J W R 6 / (Chemokines are a family of small (lower molecular weight) cytokines with the ability of L Q G X F L Q J G L U H F W H G F K H P R W D [ L V L Q Q H D U E \ U H V S R Q V L Y H cells. They are classified into at least four groups according to the arrangement of positionally conserved cysteine residues near the amino terminus. The four chemokine groups are CC, C, CXC, and CX3C, among which C is a cysteine and X being an amino-acid residue[52] 7 K H V H S U R W H L Q V H [ H U W W K H L U E L R O R J L F D O effects via chemokine receptors which are classified accordingly as CCR, CR, CXCR, and CX3CR[53]. & K H P R N L Q H V K D Y H Z H O O G H ø Q H G U R O H V L Q G L U H F W L Q J F H O O migration necessary for the initiation of T cell immune response, attraction of appropriate effector cells to sites of inflammation and regulation of differential recruitment of Th lymphocytes[54]. Studies have shown that chemokines and their receptors are intimately involved in regulating organ specific leucocyte trafficking and inflammation, suggesting their important roles in the pathophysiology of SLE[55] : H have demonstrated that plasma CXCL13 concentration was significantly elevated in SLE patients and the elevation correlated significantly with SLE disease activity[56]. Our previous study also showed that the plasma concentrations of inflammatory chemokines that are preferentially chemotactic for Th1 and Th2 cells (CXCL10, CXCL9, CCL2 and CCL5) were significantly higher in SLE patients than in healthy individuals, and plasma RANTES/CCL5 concentration correlated significantly with SLEDAI V F R U H V X S S R U W L Q J W K H Y L H Z W K D W F K H P R W D [ H V R I 7 K Th2 lymphocytes and neutrophils are important in SLE pathogenesis[57]. Such understanding may lead to the development of anti-chemokine therapy for treatment of SLE.3 SummaryThere is growing evidence that aberrations of various cytokines and chemokines both in number D Q G I X Q F W L R Q D O D F W L Y L W \ H [ Hpathogenesis of SLE. Currently, the treatment of SLE has evolved from conventional drugs to biologic agents. Various therapeutic agents targeting different cytokines have been developed for treating SLE, such as belimumab targeting B-cell activating factor % $ ) ) W R F L O L ] X P D E W D U J H W L Q JI X V L R Q S U R W H L Q W D U J H W L Q J , ) 1 [58]. However all these biologic agents cannot inhibit the disease progression completely. A better understanding of cytokine and chemokine aberrations in SLE should likely provide important insights to the pathogenic mechanisms and facilitate the development of more effective therapy.References [1] Tsokos GC. Systemic Lupus Erythematosus. N Engl J Med 2011, 365: 2110-21.[2] Heinlen LD, McClain MT, Merrill J, et al. Clinical criteria for systemic lupus erythematosus precede diagnosis, and associated autoantibodies are present before clinical symptoms. Arthritis and Rheumatism 2007, 56(7): 2344-51.[3] % O R W ] H U - : 6 \ V W H P L F O X S X V H U \ W K H P D W R V XState Med J 1983, 32(6): 439-41.[4] 3 R Q V ( V W H O * - $ O D U ¸R Q * 6 6 F R I L H O G / H Wepidemiology and progression of systemic lupus erythematosus. Semin Arthritis Rheum 2010, 39:257-68. [5] Johnson AE, Gordon C, Palmer RG, et al. The prevalence and incidence of systemic lupus erythematosus in Birmingham, England. Relationship to ethnicity and country of birth. Arthritis Rheum 1995, 38: 551-8.[6] Danchenko N, Satia JA, Anthony MS. Epidemiology of systemic lupus erythematosus: a comparison of worldwide disease burden. Lupus 2006, 15 (5): 308-18.[7] 3 R Q V ( V W H O * - $ O D U ¸R Q * 6 6 F R I L H O GUnderstanding the epidemiology and progression of systemic lupus erythematosus. Semin Arthritis Rheum 2010, 39: 257-68.[8] Mok CC, Lau CS. Lupus in Hong Kong Chinese. Lupus 2003, 12: 717-22.[9] Petri M. Epidemiology of systemic lupus erythematosus. Best Practice & Research Clinical Rheumatology 2002, 16 (5): 847-58.[10] Dimitrios TB, Howard AA, Barri JF, et al. Systemic Lupus Erythematosus: Emerging Concepts: Part 1: Renal, Neuropsychiatric, Cardiovascular, Pulmonary, and Hematologic Disease. Ann Intern Med 1995, 122(12):940-50.[11] 0 R N & & 3 R R Q : / / D L - 3 6 H W D O 0 H W D E R O L F
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115Man CHU, et al Cytokine and Chemokine Aberrations in Systemic Lupus Erythematosus[49] ; L Q J 4 : D Q J % 6 X + H W D O ( O H Y D W H G 7 K F H O O V D U H D F F R P S D Q L H G E \ ) R [ 3 + Treg cells decrease in patients with lupus nephritis. Rheumatol Int 2012, 32(4):949-58. [50] Ma J, Yu J, Tao X, et al. The imbalance between regulatory and IL-17-secreting CD4+ T cells in lupus patients. Clin Rheumatol 2010, 29:1251-58.[51] % H W W H O O L ( & D U U L H U < - * D R : H W D O 5 H F L S U R F D O G H Y H O R S P H Q W D O pathways for the generation of pathogenic effector TH17 and regulatory T cells. Nature 2006, 235-38.[52] 0 p O L N 3 D U V D G D Q L D Q W ] 6 5 R V W q Q H : & K H P R N L Q H V D Q G neuromodulation. Journal of Neuroimmunology 2008, 198 (1-2): 62-8. [53] Murphy PM, Baggiolini M, Charo IF, et al. International union of pharmacology. XXII. Nomenclature for chemokine receptors. Pharmacol Rev. 2000, 52:145-76.[54] Sallusto F, Lanzavecchia A. Understanding dendritic cell and T-lymphocyte traffic through the analysis of chemokine receptor H [ S U H V V L R Q , P P X Q R O R J L F D O 5 H Y L H Z V [55] ( U L N V V R Q & ( Q H V O l W W . , Y D Q R I I - $ Echemokine receptors on T-cells from patients with systemic lupus erythematosus. Lupus 2003, 12: 766-74.[56] : R Q J & . : R Q J 3 7 7 D P / 6 H W D O ( O H Y D W H G SChemokine CXCL13 is correlated with systemic lupus erythematosus disease activity. Journal of Clinical Immunology 2010, 30: 45-52.[57] / L W / & : R Q J & . 7 D P / 6 H W D O 5 D L V H G S O D V PY L Y R S U R G X F W L R Q R I L Q ¿D P P D W R U \ F K H P R N L Q Hlupus erythematosus. Annals of the Rheumatic Diseases 2006, 65: 209-15.[58] Ronnblom L, Elkon KB. Cytokines as therapeutic targets in SLE. Nat Rev Rheumatol 2010, 6: 339-47.30 3 820123 151203 29606 7 8 2470 40
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