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對於吳越文化,以往研究者多將精力集中於先秦時期以及永嘉南渡後該地區的治亂興衰。前者著重於吳越兩地與中原截然不同之文明現象和其在與中原交往過程中發生的歷史事件,而後者著眼於中原文化入主此地,使得當地漢化程度不斷加深這一歷史事實。然而,文明間的交融絕非一日之功,我們可以發現,對於從在保存自身文化到全盤接受中原文明影響的這一過程中,即秦漢兩代漫長的數百年間,學界並未給予足夠的關注,多從史料方面評判漢武帝移民會稽之事之真偽,而並未從全局角度對吳越之地民風轉變加以考量。本文僅對會稽一地於秦漢時代的變化作為研究對象,從反映中央政府治理會稽郡的歷史事件入手,嘗試從多角度剖析會稽文明發生顯著變化的原因。 ; Previous researchers focused on the pre-Qin period of the Wu-Yue cultures after the rise and fall of the empire. The former investigations have focused on the Wu-Yue people who lived far from the central civilization, both in their own way of life and their relations with the central government as a historical event, while the latter research is done on the Huang He River culture, which is the local centre of civilization focusing on the way people lived in the capital. However, the cultural blending is doomed to be a long process since the two mentioned cultures are separated, causing both cultures to accept the central ideology of the government. However, although the researchers discussing the Wu-Yue people accept the central discourse, and the emperor immigrating to KuaiJi, they fail to consider the reasons why these two cultures have accepted the ideology of the ruler, while at the same time lost the authenticity of their own culture because of mingling with the Han culture. Therefore, previous researchers have yet to investigate the Wu-Yue in a broader sense. From reflecting on the central government view, as well as the historical events in the period, the author attempts to find out the reasons for the civilization change from multiple perspectives.

This study investigated how the controllability attributional style of an employee influences the effect of participative leadership on psychological empowerment and work performance. The controllability attributional style refers to the extent to which employees habitually attribute their negative organizational experiences such as failures and setbacks to controllable or uncontrollable causes. The results of two studies consistently showed that participative leadership had a weaker impact on employees' psychological empowerment for those who had a low rather than high controllability attributional style. In Study 2, psychological empowerment was found to fully mediate the joint effect of participative leadership and the controllability attributional style on the objective work performance of employees measured a month later.

Developments in communication technologies especially in wireless have enabled the progress of low-cost and lowpower wireless sensor networks (WSNs). The features of such WSN are holding minimal energy, weak computational capabilities, wireless communication and an open-medium nature where sensors are deployed. WSN is underpinned by application driven such as military applications, the health sector, etc. Due to the intrinsic nature of the network and application scenario, WSNs are vulnerable to many attacks externally and internally. In this paper we have focused on the types of internal attacks of WSNs based on OSI model and discussed some security requirements, characterizers and challenges of WSNs, by which to contribute to the WSN-s security research.

An information procuring and processing emerging technology wireless sensor network (WSN) Consists of autonomous nodes with versatile devices underpinned by applications. Nodes are equipped with different capabilities such as sensing, computing, actuation and wireless communications etc. based on application requirements. A WSN application ranges from military implementation in the battlefield, environmental monitoring, health sector as well as emergency response of surveillance. The nodes are deployed independently to cooperatively monitor the physical and environmental conditions. The architecture of WSN differs based on the application requirements and focus on low cost, flexibility, fault tolerance capability, deployment process as well as conserve energy. In this paper we have present the characteristics, architecture design objective and architecture of WSN

PurposeGiven the increasing influence and importance of professionals in modern society, this study aims to investigate the influence of organizational commitment and professional commitment on professionals' intention to leave their organizations for professional advancement (ILPA).Design/methodology/approachA total of 500 members of a large Hong Kong association of computer specialists were drawn randomly from the membership list. E‐mails were sent directly to those 500 members through a web‐based survey, which is an effective way to collect confidential information and potentially reduced the resistance due to the survey sensitivity. After two follow‐ups via e‐mail, a total of 265 responses were collected with a response rate of 53 percent.FindingsThe study found that organizational affective commitment (OAC) would be more effective for reducing ILPA. For the interactions between different commitment components, there is a substitution effect of professional affective commitment (PAC) and professional continuance component (PCC) toward their impacts on ILPA.Research limitations/implicationsThe findings would be explained by the self‐justification process due to cognitive dissonance on the professional's continuance commitment and his/her affective commitment in an organization. Moreover, there would be a complementary relationship between organizational and professional commitment.Originality/valueThis study would answer the question on how to effectively avoid a professional leaving an organization.

This comprehensive Handbook explores limitations and challenges arising from attempts to develop indigenous theories and constructs applicable to Chinese social reality. Key contributors integrate the literature in their topic areas, providing directions for pushing forward the frontiers of research into a more culturally sensitive and powerful representation of Chinese organizational behavior. Areas examined include emotional intelligence, creativity and motivation, leadership, team conflicts, trust, power and business ethics. Experienced practitioner input is included. -- 'The book serves us by collecting and examining an enormous amount of organizational studies that address management, leadership, organizational development and psychology. . . Bravo to the ground staff for the enormous amount of preparatory work and guidance they have provided in this volume, enabling and encouraging us to launch out on new explorations.' (George Simons, Dialogin).

The aim of this study was to identify some structural and cultural barriers to employees' trust in management. Multilevel analyses of data from 160,577 employees in 46 countries suggested that job formalization is negatively associated with trust in management, especially in individualistic countries, and that this relationship is mediated by less open employee–management communication. By contrast, in collectivistic countries no strong link was found between job formalization and both trust and open communication.

Prior studies examined cross-national differences in the links between organizational characteristics and workers' attitudes and behaviors using a nation-as-a-moderator analytical model. We point out four major methodological problems of testing the nation-as-a-moderator model at individual level. Based on two series of cross-national studies that successfully employed multilevel modeling, we propose a cross-level nation-as-amoderator model to resolve the methodological problems. We further contend that the cross-level approach may also offer an alternative theoretical perspective for researchers to map and explain cross-national variation in organizational behaviors.

Authenticity has long been held as a virtue. However, is it beneficial for employees to be true to themselves in coworker interactions? Drawing on social penetration theory, we argue that a focal employee's exhibited authenticity at work helps the employee penetrate the interpersonal boundaries of an interacting coworker and as a result, the employee is more likely to be included in this coworker's social circles and receive help from the coworker. Accordingly, we propose a dyadic-level model and test this model in two survey studies using a round-robin design. The results of both studies consistently demonstrated that the focal employee's exhibited authenticity is positively related to help received from the coworker via inclusion in the coworker's social circle. Further, this positive indirect relationship is moderated by the coworker's perception of organizational politics, such that the relationship is weaker when the coworker's perception of organizational politics is high. These findings help advance the understanding of when and how employees can gain relational benefits from displaying authenticity at work.