Currently, the social networks of the rural areas which may have the low social vitality are insufficient or absent, due to the industrialization according to the growth oriented economic policy of China; the farmers’ organizations(FOs) for forming or restoring the social relations can be the alternative. Recently, the government of China increased the policy support regarding the FOs of which the representative example is the Specialized Farmers Cooperatives. Thus, it is necessary to understand and support the FOs that is the gathering of lots of farmers, which is the most fundamental factor of the systematization, for reaching the strengthening the FOs competitiveness which is the policy goal of China government. In this context, the intention of participating in the Specialized Farmers Cooperatives and the preferred types of FOs in Húnchūn were investigated.

Ooencyrtus nezarae lshii (Hymenoptera: Encyrtidae) is a major egg parasitoid of Riptortus pedestris (F.) (Hemiptera: Alydidae). One of the components of the aggregation pheromone of R. pedestris, (E)-2-hexenyl (Z)-3-hexenoate (E2HZ3H), is known to attract O. nezarae female. Response of O. nezarae females to E2HZ3H and its isomers was studied using electro-antennogram (EAG) and field tests. O. nezarae females showed higher antennal response to E2HZ3H and Z2HE3H isomers than E2HE3H and Z2HZ3H. In field tests, O. nezarae females were attracted to E2HZ3H traps, but not to Z2E3 traps. Interestingly, the blend of E2HZ3H and Z2HE3H showed significant antagonistic activities to the attraction of O. nezarae females in the field. We conclude from this study that Z2HE3H is a potent antagonist to the behavioral response of O. nezarae.

The Assisted evidence of Shuo Wen Jie Zi（《說文解字翼徵》）was written by Piao Xuan Shou who is a famous scholar in Joseon Dynasty. This is South Korea's only remaining book that The author was first use of Chinese bronze inscriptions, Seal characters and drum-stone inscriptions to research Shuo Wen（《說文》）. By this way, The author want to correct the mistake of Shuo Wen. So it is stand for that the philology researching reached new heights. However, there are still quite a few defects and shortcomings in the book, like follow blindly view of Xu Shen and wrong to knew Chinese bronze inscriptions. For the Chinese scholars, this book have some effects like “Stones from other hills may serve to polish the jade of this one”. As an example with 12 characters from Bronze inscriptions of Yu Tripod （《大盂鼎銘文》） that it had quoted in this book, and the current Academic research Can be checked with the view of correction Shuo Wen. So that this book can be evaluated and inherited.

By adopting regression and time series analysis, this article tries to quantify people’s enthusiasm towards beauty based on sales performance of cosmetics product in previous years in China. The basic assumption in this paper is that people’s attitude towards beauty is positively associated with their purchase behavior of cosmetics product.

The growing pace of market globalization has enabled firms to find it increasingly attractive to exploit growth opportunities abroad. To this end, predicting firms’ success and growth in foreign markets has become an important issue to international business researchers and managers. The international business literature suggests that different internal firm and foreign market specific environment factors drive internationalization of firms including firms’ structure, strategy, orientations, capabilities and nature of foreign market competition. Researchers interested in the field of international entrepreneurship have also given attention to firms’ international entrepreneurial orientation (IEO) as a potential driver of firms’ internationalization behavior, with few recent studies reporting investigations into the relationship between IEO and internationalization scope. The entrepreneurship literature suggests that variations in entrepreneurial behaviors may lead to exploitation of “new entry” (Oviatt & McDougall, 2005; Cavusgil & Knight, 2015). Within the international entrepreneurship discipline, international new entry is construed to entail identification and exploitation of new product-market opportunities abroad, or a pursuit of internationalization scope (Dai et al., 2014). Internationalization scope is defined as the process of seeking new market opportunities across multiple foreign markets, and is operationalized variously with indicators that tap the percentage of overseas revenue to total revenue, and the number of foreign countries and geographic regions from which a firm receives its sales. Thus, internationalization scope is viewed to be inherent and essential to the exhibition of an IEO, and may be driven by firms’ entrepreneurial proclivity. While a few studies have looked at how IEO impacts percentage of revenue firms obtain from foreign markets (Dai et al., 2014), little studies have studied how and when IEO drives regional expansion. This is notwithstanding the fact that traditional internationalization theory points to regional expansion as an antecedent to global expansion. Indeed, international business scholars have argued that a combination of increasing informal exporting activities, rising liberalization of regional economies, colonial bias, regional economic blocs and the emergence of middle class in many regional markets has created opportunities for firms to internationalize within neighboring geographical regions. Additionally, it has been argued that the benefits and costs of regional protection can motivate firms to pursue regionalization strategy as an antecedent or an alternative to globalization strategy. In drawing insights from earlier works, therefore, the present study focuses on the regional expansion of exporting firms in a Sub-Sahara African economy – Ghana, and examines how international entrepreneurial-oriented behaviors drive the firms’ intra-Africa expansion. African markets are noted for their diversity in national laws, cultures, geography, and infrastructural development. Particularly relevant to internationalizing African firms is the diversity and imperfection of marketing channels across African markets. An important implication for African firms, therefore, is how they can leverage their comparative advantage of handling diversity and imperfection of marketing channels in their home African market to successfully compete in overseas host markets with similar conditions. Accordingly, we further empirically examine how a firm’s ability to manage heterogeneous and imperfect marketing channels moderates the effect of IEO behaviors on regional expansion. We posit that the extent to which firms develop managerial and organizational capabilities to successfully compete in conditions of high market channel diversity and imperfection is a major contingency factor that can help explain when entrepreneurial behaviors influence regional expansion. By empirically examining these questions, this study brings new insights to IEO research by showing that IEO behaviors are differentially related to regionalization strategy depending on firms’ capability to manage heterogeneous and imperfect regional marketing channels. Specifically, findings from our study of small and medium sized firms in Ghana doing business in regional African markets show that regional expansion increases when levels of product innovation intensity, competitive aggressiveness and autonomous behavior are high and when regional channel management capability increases in magnitude. Additionally, the study provides evidence to show that increases in risking-taking behavior decrease regional expansion when regional channel management capability is high. Furthermore, the study demonstrates that although product innovation novelty and proactiveness are directly related to regional expansion their effects are cancelled out when levels of regional channel management capability are high.

Consumers now-a-days are more inclined to buy green products (Mosgaard, 2015; Kammer, 2009). They are concerned about the negative environmental impact of the existing pattern of production and consumption systems on their quality of life (QoL) (Alfredsson, 2004). Consequently, large body of literature on factors influencing green consumption and/or purchase behaviour, among which ‘greenness’ of the product (Gershoffs & Frels, 2015), value of the green product (Olsen et al., 2014), attitude of the consumers towards environmental protection and available knowledge, and perceived time barriers (Tanner & Kast, 2003) are noteworthy among others. Although there is an abundance of research on green consumption, little is known about the habitual purchase of green products and how it contributes to the quality of life of the consumers. Habitual purchase refers to regular and automatic purchase of a product without any cognitive thought or evaluation (Verplanken & Melkevik, 2008). Thus it is distinct from conventionally used constructs such as purchase intention. This study addresses this research gap and aims to explore the effects of different types of green values (such as ecological, functional, economical, emotional and social value) and green satisfaction on the habitual purchase of green products and thus examine their effects on quality of life (QoL) of the consumers.

In this paper, we review the influence of crisis response strategies in social media on attitude recovery in relation to customer brand commitment. We extend the situational crisis communication theory and the social-mediated crisis communication model to include the role of audience characteristics (i.e., customer brand commitment). The effects of crisis response strategies (i.e., defensive, accommodative) and electronic word of mouth antecedents are discussed because source factors, message factors, and audience factors lead to attitude recovery. We also introduce a framework of the impacts of brand crisis response strategies on customer attitude recovery after exposure to negative word of mouth and response strategies in social media.

Existing studies of Japanese consumers have emphasized the importance of collectivism and risk aversion in Japanese culture. In this paper we examine the relationship between these constructs in new product adoption decisions that involve brand switching. We argue that, for Japanese consumers, the perceived emotional risk of adoption is related to (1) the degree to which a consumer identifies with the brand of his or her current product and (2) the perceived performance, financial, and social risks of switching to an alternative product. We further hypothesize that perceived social risk is positively related to brand identification, perceived performance risk, and perceived financial risk. Finally, we hypothesize that financial risk is positively related to performance risk. We test our hypotheses using data collected in Japan in June 2015. Questionnaire items were adapted from existing, well-validated scales. The Japanese version of the questionnaire was developed by using the standard double translation procedure. The Japanese version of the questionnaire was administered by a marketing research firm to a national panel of respondents stratified by age and gender. The resulting sample consisted of 518 iPad owners from across Japan, of whom approximately half were men. Within each gender category, approximately half of the respondents intended to purchase a new tablet within the next 12 months. Following established SEM procedures, we began by estimating a confirmatory factory analysis model, after which we estimated a structural equation model. In each case, the estimated model satisfied standard evaluation criteria. In general, our findings provide support for the hypothesized model. First, Perceived Performance Risk was positively related with Financial Risk, Social Risk, and Emotional Risk. Second, Financial Risk was positively related with Social Risk. Third, Social Risk was positively related with Emotional Risk. Fourth, Brand Identification was positively related with Social Risk and Emotional Risk. The one hypothesized linkage that was not supported was the relationship between Financial Risk and Emotional Risk. A comparison of coefficient magnitudes reveals several important findings. First, in the Social Risk equation, the coefficient of Performance Risk is significantly larger than the Brand Identification coefficient. Second, within the Emotional Risk equation, the coefficient of Performance Risk is significantly larger than the coefficients of Brand Identification and Financial Risk. Similarly, the coefficient of Social Risk is also significantly larger than the coefficients of Financial Risk and Social Risk.

Increasing consumer scepticism about corporate behaviour has led companies to actively manage and advertise their corporate brands. However, it remains unclear how receptive consumers across different markets have been to such efforts. This study examines (i) consumer involvement (a motivational state activated by personal relevance of a stimuli) levels and (ii) processes with corporate advertising to demonstrate differences and similarities with product advertising across multiple markets. Using between subject experimental design, the study was conducted across three different markets with varying degrees of economic development i.e. USA (n = 285), France (n = 217) and Pakistan (n=311). Results demonstrate that consumer involvement levels with corporate advertising is higher in USA than in France and Pakistan. American consumers tend to be involved with corporate advertising as much as they are with product advertising, whereas, French and Pakistani consumers are more involved with product advertising. Apart from differences in involvement levels, study findings demonstrate substantial similarities in involvement processing and how they impact ad attitude and consumers’ behaviour across both the markets. The study holds importance for corporate communication and product managers with cross national responsibilities as it establishes differences and similarities for corporate and product ad involvement across developed and emerging markets.

Global supply chains offer a range of expertise to suppliers interested in generating innovative new products from their close, working relationships with other firms. However, research on whether and how social capital between firms can be leveraged for innovation is equivocal, conceptualizing little of the underlying processes responsible for mobilizing social capital and yielding mostly contradictory empirical results. This study proposes and tests the intermediate mechanisms of proactive customer orientation and joint learning capability as two distinctive capabilities that may account for the way social capital drives relationship-based radical innovation. The conceptual model posits the social capital-innovation link is neither simple nor direct, and an empirical test on 204 Taiwanese suppliers demonstrates the complexity of the innovation generation process. Largely confirming our conceptualization, two pathways from social capital to innovation are revealed: joint learning capability fully mediates the link while proactive customer orientation’s role is moderated by aspects of the suppliers tie to its international customer. Finally, implications for theory and practice for innovation in global supply chain relationships are drawn.

Marketing literature have widely discussed the interplay between marketing capabilities (i.e. company resources and competences in marketing-mix area), market orientation, company innovativeness and company performance (e.g. Knight & Cavusgil, 2004; Luca & Atuahene-Gima, 2007; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009). However, these studies presented static view of marketing capabilities and resources which becomes less and less relevant in today uncertain market environments (Day, 2011). In this study we follow dynamic capability view (DCV) in management research (Eisenhardt & Martin, 2000; Teece, Pisano, & Shuen, 1997) and we distinguish dynamic marketing capabilities (DMC) from other dynamic capabilities, company resources and competencies (Barrales - Molina, Martínez - López, & Gázquez - Abad, 2014; Morgan, 2012). Specifically, we conceptualize Dynamic Marketing Reconfiguration (DMR) as a DMC grounded explicitly in dynamic capability view and we provide empirical test for a research model, where DMR is hypothesized as factor complementing Market Orientation and influencing on company product innovation success. Corresponding with contingency theory (Donaldson, 2001; Drazin & Van de Ven, 1985), in this study we hypothesize and test the idea that DMR is a company capability that is in a good “fit” with certain organizational and environmental factors. Morgan (2012) and Barrales - Molina, et al. (2014) have proposed dynamic marketing capabilities (DMC) aligned with concepts of “market knowledge” and “marketing resources” and they distinguish DMC from other company capabilities (e.g. manufacturing capabilities, SCM capabilities). Recent marketing literature illustrated empirically that there are actually various DMCs that the focal company may utilize to achieve competitive advantage. For example, Narver, Slater & MacLachlan (2004) focus on Proactive Market Orientation that enable dynamic sensing and satisfying unconscious consumer needs through new product development. Weerawardena, et al. (2015) tested the impact of global dynamic marketing capability and market focused learning on innovation performance and company early internationalization. In this study we focus on specific dynamic marketing capability that complements prior works in this area, namely Dynamic Marketing Reconfiguration (DMR). In line with DCV we conceptualize DMR as company routines oriented at transforming market knowledge into modified and new configurations of marketing resources that are better aligned with market changes. Corresponding with prior studies on static marketing resources and capabilities (Knight & Cavusgil, 2004; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009), we argue that DMR utilizes such static resources dynamically by systematic enriching and combining them, and,as the consequence, the company equipped with advanced DMR can improve their alignment with the market environment. We do not assume that DMR equals strategy orientating company only at new marketing resources (e.g. utilizing new market knowledge, implementing new advertising instruments, brand repositioning, entering new market segments), but rather at improved configurations of marketing resources (e.g. combing existing resources and marketing experience with new marketing tools in effective way). Our conceptualization of DMR mirrors some real marketing practices that are observable in case of companies operating successfully in regional markets and companies operating on global scale today. The spectacular illustration of DMR is Disney corporation strategy with regard to their new product “Star Wars: the Force Awakens” that was released in December 2015. Disney have implemented very dynamic, innovative and massive approach to promotion of their new product, complementing their traditional advertising tools (e.g. TV advertisement, toys) by modern instruments, such as fan events, new computer games, cartoons and PR in social media (Bart, 2015; Schwartz, 2015). The positive influence of Market Orientation (MO) on company product innovations and company performance was widely discussed in prior studies (Atuahene-Gima, 1996; Han, Kim, & Srivastava, 1998; Hurley & Hult, 1998; Kumar, Jones, Venkatesan, & Leone, 2011). Following Narver, et al. (2004), in this study we treat MO as business’s attempt to understand and to satisfy customers’ needs. Such understanding is useful at every stage of new product development. Additionally, MO does not help the company only through positive impact on product innovativeness, but also through leveraging effectiveness of all marketing resources and instruments, because they are aligned with knowledge about customer needs. Thus, we hypothesize: H1.1: The higher Market Orientation of the company, the stronger success of its product innovations. H1.2: The higher Market Orientation of the company, the better company performance. Dynamic Marketing Reconfiguration (DMR) complements company MO in attempts to improve product innovation success, because understanding and satisfying customer needs present rather static approach to marketing-market alignment. MO is not enough in today volatile markets, when company needs to constantly reconfigure marketing resources to develop and, especially commercialize, new products (Day, 2011; Barrales - Molina, et al. 2014). DMR does not only influence positively on product innovations, but it also directly influences on company performance. Systematically adjusting marketing resources to changes in market environment leverages sales of all company products, not only newly introduced ones. Therefore, we hypothesize: H2.1: The higher Dynamic Marketing Reconfiguration in the company, the stronger success of its product innovations. H2.2: The higher Dynamic Marketing Reconfiguration in the company, the better company performance. This research is focused on product (offering) innovations as the key innovation outcome of a firm’s marketing routines. Product innovation has been established in the management and strategy literature as an important driver of firm performance (e.g. Han et al., 1998). Thus, our hypothesis is:H3: The stronger Product Innovation Success, the better company performance. Companies do not operate in a vacuum, so this study follows contingency theory that postulates finding the “fit” between environmental contingencies and internal configurations within the company (Donaldson, 2001; Van de Ven & Drazin, 1984). So far, only a few studies applying dynamic capabilities perspective have discussed the role of contingencies which creates a research gap for our understanding of DCV (Barreto, 2010). Such research gap is even more visible with regard to our knowledge of dynamic marketing capabilities (DMC), because prior empirical studies in this area have largely ignored contingencies, except environmental uncertainty and firm age (Flatten, et al., 2015). Consequently, in this study we analyse the role of two contingency factors, namely: company size (internal configuration) and industry norms related to product customization (external configuration). Prior studies have presented blurred picture of the role of company size, because dynamic capabilities were also found effective in case of small enterprises (Døving & Gooderham, 2008; Salvato, 2003). Nevertheless, in this study we incorporate original DCV reasoning, because intuitively, in SMEs company routines may be replaced by other factors that are typical advantages of small scale enterprise. On the extreme point, in micro firms (e.g. below 10 employees), there is no need to standardize certain behaviours among employees at all, because all marketing actions, including planning, execution and control are performed usually by one person. Therefore, we hypothesize: H4.1: The Dynamic Marketing Reconfiguration has stronger influence on Product Innovation Success in big and medium companies in comparison to small companies. Contingency theory suggests controlling for the effects from not only organizational features, but also environmental factors (Donaldson, 2001; Van de Ven & Drazin, 1984). We follow Lampel & Mintzberg (1996) suggestion that “…some industries favour customization and some foster standardization…” (p. 21) and we assume that all industries may be distinguished into two main categories: High customization industry vs. Low customization industry. Such distinction is based on perceived dominance of customization vs. standardization practices among competing companies and it may be treated as a proxy to the popularization of relationship marketing strategy (Grönroos, 1994) and service-dominant logic (Vargo & Lusch, 2004) in a given industry. In industries, where high product customization function as a norm, the new product development works through collaborative efforts with customers and value co-creation (Hoyer, Chandy, Dorotic, Krafft, & Singh, 2010). Dynamic marketing capabilities oriented at marketing reconfiguration may be not effective in case of companies working in high customization industries, as close customer relationships popular in such industries demand customer trust and commitment rather than dynamic marketing, including utilizing newest marketing instruments (Mitrega & Katrichis, 2010; Palmatier, Dant, Grewal, & Evans, 2006). In sum, we hypothesize: H4.2: The Dynamic Marketing Reconfiguration has weaker influence on Product Innovation Success, when it is implemented in the industry that favours high product customization. We tested our hypotheses on the cross-sectional survey data based on the sample of 155 companies operating in Poland and we applied structural equation modeling(PLS-SEM) to estimate the hypothesized research model using SmartPLS 3.0 (Hair, Hult, Ringle, & Sarstedt, 2013; Ringle, Wende, & Becker, 2014). As our conceptualization of DMR is grounded in the dynamic capabilities view, we searched for such scales for this construct, which would reflect actions standardized among managers and other people involved in marketing (Eisenhardt & Martin, 2000; Teece, 2007). Thus, for DMR we have adapted selected scales proposed for dynamic capabilities by Pavlou & El Sawy (2011). The market orientation was measured in line with reactive market orientation (Narver, et al. 2004), product innovation success was measured according to Ritter and Gemünden (2003) and company performance according to Reinartz et al. (2004). We applied single item measurement for our contingency factors. Specifically, company size was measured due to number of people employed in the company and industry norms with regard to product customization were measured through question: “Please specify, if your industry demands adjusting company offering to individual requirements of a given customer (e.g. detailed negotiations, product adjustments)”. After purifying measurement model through Exploratory Factor Analysis, we retained 18 items for our 4 latent constructs. The items are available by email upon request. Our measurement model received empirical support for its validity and reliability with regard to literature suggestions, i.e. AVE > 0.5; Cronbach Alpha >0.7; Alpha and Fornell-Larcker discriminant validity criterion (Fornell & Larcker, 1981; Hair et al., 2012). We conducted PLS-SEM analysis following Hair et al. (2013) suggestions. T-statistics were computed by applying a bootstrapping procedure with 5000 bootstrap samples. The detailed results of model estimation are available upon request. Path coefficients for the research model appeared to be all significant except the link between market orientation and company performance, which supports hypotheses H1.1, H2.1; H2.2 and H3, but rejects H1.2. Additionally, contingency effects were tested using Multi-Group Analysis (MGA) implemented in SmartPLS 3.0 (Ringle, et al.2014). The differences in coefficient for path DMR -> PROD. INNOV SUCCESS were found significant in sub-samples according to company size and according to customization industry norms. Specifically, in case of medium and big companies (n = 71) the influence of DMR on product innovation success was significantly stronger (b=0.59) than in case of small companies (n=84; b = 0.28). In case of companies that did not report product customization as industry norm (n=93) the influence of DMR on product innovation success was significantly stronger (b=0.46) than in case of companies that reported industry pressure on product customization (n=62; b=0.27). Thus, all hypotheses connected with contingency effects (H4.1; H4.2) received support. Our study corresponds with recent research devoted to dynamic marketing capabilities (Flatten, et al, 2015; Weerawardena, et al. 2015) and it enriches this research by looking at DMCs from a different angle. Dynamic Marketing Reconfiguration (DMR) that we focus on embraces explicitly these company routines that transform existing marketing resources into their new combinations better aligned with market changes. Thus, DMR is different to proactive market orientation (Narver, at al. 2004) as such PMO is oriented at latent customer needs, but does not assume marketing reconfiguration, e.g. in terms of utilizing new marketing tools. In contrast to Flatten et al. (2015), DMR does not focus only on dynamic pricing capabilities, but it refers to reconfiguration of all marketing resources (i.e. pricing and other marketing-mix elements as well). Our study validates and enriches study by Weerawardena, et al.(2015), where dynamic marketing capabilities were found as the leverage for innovation performance. Similarly to this recent study, our study also confirms positive influence of dynamic marketing capability on innovation performance, but study by Weerawardena et al. (2015) was limited to early internationalizing firms in US and Australia, so we provide different empirical setting for testing this influence (i.e. companies based in Poland in various stages of their internationalization). More importantly, we qualify Weerawardena et al. (2015) by combining insights from dynamic capabilities theory (Teece et al., 1997) and contingency theory (Donaldson, 2001; Van de Ven & Drazin, 1984) and we test previously neglected contingency effects, namely: company size and industry norms with regard to product customization. Our research results suggest that dynamic marketing capabilities, namely DMR, are especially important for bigger companies and for these companies that are not under pressure for strong product customization. It may mean that DMR should be not applied in case of these companies that follow relationship marketing approach (Palmatier, Scheer, Evans, & Arnold, 2008), especially these companies that operate in B2B settings. In general, our study follows recent call for better understanding of dynamic marketing capabilities through more rigorous conceptualizations and providing tests in various empirical settings (Barrales - Molina, et al, 2014).

본 총설에서는 비-플라보노이드 폴리페놀인 레스베라트롤이 간, 골격근 및 지방조직에서 지질대사에 관계된 다양한 신호전달체계를 조절하여 지질 대사 효과를 유발시키는 과정에 관해 고찰하였다. 구체적으로 in vitro 연구에서 레스베라트롤은 지방생성을 줄여주고 apoptosis를 증가시켜 지방세포의 발달과정에 기인하며, 지방세포의 분화에 있어 중요한 전사인자인 C/EBPβ, C/EBPα, SREBP1c 및 PPARγ의 활성을 감소시켜 항 비만 효과를 유발하는 효과가 있다는 것이 많은 논문들을 통해 증명되었다(Fig. 2). 또한, in vivo 연구에서 레스베라트롤은 지방 축적 과정을 억제하고 지질 분해 및 산화 경로를 자극하여 체지방 증가율을 감소시킨다는 것이 증명되었다. 최근 다양한 연구의 결과물(Table 2)들은 레스베라트롤이 지방생성, 지방분해, 열발생 및 지방산 산화에 관여하며 또한, 백색 지방을 갈색 지방으로 변화시키는 능력이 있다는 것을 증명하였다. 흥미롭게도 레스베라트롤은 비만뿐만이 아닌 심장발작 및 뇌졸중과 같은 다양한 대사질환을 예방하는데 도움이 되고, 결장암 및 간암 세포의 성장을 억제하는 효능이 있다는 사실이 밝혀지기도 하였다. 하지만 인간에 대한 레스베라트롤의 명확한 메커니즘을 알지 못하고 인간에게 나타나는 부작용에 관한 연구가 없기 때문에, 안전성을 확보하기 위해서는 다양한 실험모델을 이용한 레스베라트롤의 단기간 및 장기간에 대한 깊은 연구가 요구된다.

Both Nilaparvata lugens Stål and Laodelphax striatellus Fallén has been known as the major rice pests which were irregularly migrated into Korea by wind current from China. We re-arranged and compared the resistance profiles to detect the existence convergent adaptation by using the previously published dataset (N. lugens at 2014, 17:711-716 and L. Striatellus at 2016, 19:247-252 in J. Asia Pac. Entomol., respectively). Both species commonly exhibited the high level of resistance to imidacloprids. Especially, the immigrant populations of L. Striatellus exhibited higher resistance level to indigenous populations, suggesting that they would settle down in Korea with insecticide resistance traits being predisposed. To detect the convergent adaptation to insecticide, pearson correlation analysis were employed by comparing mean dosage of LD50 and resistance ratio to nine insecticides. Strikingly, high and similar dosage responses were observed between the two species with high correlation coefficients of 0.928 (df=7, P <0.001) and 0.950 (df=7, P <0.001), respectively, in the comparison of LD50 vs. resistance ratio. This finding indicates that convergent adaption has occurred in both species through consistent selection by insecticides with similar usage patterns.

최근 지역적으로 나타나고 있는 침입종인 꽃노랑총채벌래[Frakliniella occidentalis (Pergande) (Thysanoptera: Thripidae)]의 밀도 감소 현상이 토착종이면서 동소종(sympatric species)인 대만총채벌레[F. intonsa (Trybom)]에 의한 생물적 저항성과 환경 요인에 의한 비생물적 저항성이 나타난 결과라는 가설을 세우고 이를 검증하였다. 대만총채벌레는 꽃노랑총채벌레에 비해 발육률이 빠르며 성충 수명, 생식률(R0), 내적 자연 증가율(rm) 모두 높았다. 또한 경쟁 상태에서도 대만총채벌레는 꽃노랑총채벌레에 비해 수명과 생식에서 영향을 상대적으로 덜 받았으며, 특히 두 종간의 행동 관찰 실험에서는 대만총채벌레 의 섭식시간뿐만 아니라 먹이자원을 경계하는 시간이 각각 1.3과 42.8배 더 길어 두 종간 간섭경쟁이 있었다. 온도와 습도를 달리한 환경 조합에서 대만총채벌레가 꽃노랑총채벌레에 비해 고습 조건에서 생존율이 더 높았다. 다만, 대만총채벌레 는 꽃노랑총채벌레에 비해 살충제에 대한 감수성이 높았다. 이상의 결과로 최근 꽃노랑총채벌레의 지역적 밀도 감소 효과는 경쟁종인 대만총채벌레에 비해 낮은 내적 자연 증가율과 간섭경쟁에 의해 나타난 현상으로 판단된다. 다만, 더 넓은 지역에 대한 조사와 먹이 식물과 천적에 의한 영향 등에 대한 추가 연구가 필요하다.

The purpose of this systematic review is to investigate the effects of tape application on improving body conditions. The search strategy for this review included a literature search by members of the International Kinematic Academy in 12 countries between January 2014 and February 2015 using PubMed, CINAHL, Cochrane, Google Scholar, websites and national journals. The search words included“Kinesiotape, Kinesio tape, kinesiotaping, elastic taping, taping, functional taping, myofascial taping, sensomotor taping”. The review included all articles, even those published in different languages. These searches resulted in 821 publications. There are several effects of tape application were revealed such as improving blood circulation, lymphatic circulation, body range of motion, activation of mechanoreceptor and joint stability, and decreasing pain. No one negative about the positive effects of taping, however the more effort is required to find evidence of effects of tape application.