Suchergebnisse

Cooling is one of the most important technique challenges faced by a range of diverse industries and military needs. There is an urgent need for innovative heat transfer fluids with improved thermal properties over currently available ones. This chapter discusses the development and characterization of nanoemulsion heat transfer fluids with phase changeable nanodroplets to increase the thermophysical properties and the heat transfer rate of the fluid. Nanoemulsion heat transfer fluids can be formed by dispersing one fluid into another immiscible fluid as nanosized structures such as droplets and tubes, in which those nanostructures are swollen reverse micelles with the dispersed phase and stabilized by the surfactant molecules. In addition to the enhancement of thermophysical properties such as thermal conductivity by mixing another liquid of higher thermal conductivity, an even larger amount of heat can be absorbed or released when these nanodroplets undergo phase transition from liquid to gas or vice versa, and thus enhancing the heat transfer rate. Three types of nanoemulsion heat transfer fluids are introduced: alcohol-in-polyalphaolefin, water-in-FC-72, and water-in-polyalphaolefin. Structural and property characterizations of these nanoemulsion heat-transfer fluids are the two main aspects of this chapter. This chapter also identifies several critical issues in the nanoemulsion heat transfer fluids to be solved in the future.

Inspired by the concept of the regulatory welfare state, this article identifies four primary modes of governance in regulating contract processes and contract implementation (market-based, hierarchical, professional, and relational), and compares contract governance modes in Shanghai and Chongqing. We find that the governments in these two localities prioritize and integrate the hierarchical and relational modes, relying less on the market-based and professional modes of governance. The emphasis on the hierarchical-relational mode advances the values and mechanisms of trust, adaptation, and alignment with top-down priorities, but may hinder public and legal accountability. We argue that the dynamics of political context and market condition affect the formation and effectiveness of hybrid modes of contract governance, and we advise that regulators in different countries should factor in such dynamics when designing contract governance modes in the regulation of social services.

Abstract
Joint actions of social organizations have been frequently seen and continuously optimized since the outbreak of the COVID-19. This article is aimed to identify and explore the typical forms and development trends of collaborative networks of social organizations. Given the case studies on joint actions of social organizations, it builds an analysis framework based on actor-network theory (ANT). Research findings are as follows. First, there are, among social organizations in their joint actions against COVID-19, "loose", "vertical", "decentralized" and other typical forms of collaborative network, with "decentralized" collaboration showing quite a high degree of initiative. Second, "complex needs" and "political opportunities" that emerge in times of emergency response, "social entrepreneurship" and "bridging connective social capital" that accumulate in normal times, among other factors, have combined to drive vertical collaborative networks towards decentralization. The above three forms of collaboration, each with irreplaceable functions, together comprise an ecosystem of joint actions of social organizations. This article calls the landscape of dynamic practice of joint actions of social organizations a "ladder of collaboration".

This article uses the 2014 Chinese Non-profit Employee Survey (CNES) to empirically investigate the factors that drive employees to leave the non-profit sector. Findings have shown that salary level and mission attachment impact employees' intent to leave and that the two factors are moderated by the length of work experience. For employees with fewer than five years' work experience, mission attachment has a negative impact on the intent to switch sectors. For employees with over five years' experience, salary level is positively associated with the intention to leave. This study also identifies salary gap as a mediator to explain research findings and offers implications for the sustainable development of human resources in China's non-profit sector. (China/GIGA)