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In the era of big data, information sharing functions are of great significance. Moreover, under the effect of big data technology, information sharing can also avoid the problems of traditional supply chain logistics management, develop personalized service content for users, and fully control order risks. This article summarizes the current situation of traditional supply chain logistics services based on previous work experience. The author discusses the impact of big data on supply chain logistics management from how to improve the effect of high-tech management and control, how to shift from price competition to value competition, how to build a “big logistics” system, reduce logistics costs, strengthen distribution efficiency, and improve the stability of the enterprise, how to enhance the user service experience these all six aspects.

Innovation is a key driver of firm success. To encourage innovation, firms often offer equity‐based compensation, such as stock options, to better align CEOs' personal interests with shareholder value. Drawing on agency theory, we argue that stock options may not always benefit a firm by encouraging innovation. Instead, we demonstrate that CEOs intending to exercise their stock options have the incentive to be myopic in R&D management so that they can temporarily boost the stock price and, thus, increase their personal wealth. Using a unique multi‐source dataset of 335 Standard & Poor 500 companies from 2007 to 2015, we find evidence supporting this argument. Moreover, the findings suggest that factors that can affect the perceived pressure to promote innovation by CEOs might reshape the association between stock option exercise and myopic R&D management. For example, power resulting from CEO duality decreases the perceived pressure to promote innovation, which increases the likelihood of CEOs engaging in myopic R&D management when exercising their stock options. However, when shareholders present a long investment horizon or when firms have high innovativeness, CEOs perceive more pressure to promote innovation and thus are less likely to opt for myopic R&D management while exercising stock options. The findings provide important insights for better understanding and controlling managerial myopia in innovation management. [ABSTRACT FROM AUTHOR]

Causation and effectuation are two fundamental decision-making logics that managers use for crucial firm strategic decisions. However, existing research has yet to agree on the relationship between the two logics, supporting both the substitution and complementarity of causation and effectuation in influencing firm performance. This leaves us with a puzzle: How do causation and effectuation combine in balance to improve firm performance? To address the gap, we utilize a fuzzy set qualitative comparative analysis (fsQCA) with data collected from 344 small to medium-sized enterprises (SMEs) in China to uncover the dynamic relationships between the two logics. Our findings indicate that causation or effectuation alone is insufficient to achieve superior firm performance. By distinguishing between four dimensions of effectuation, we identify three types of configurations for high performance: (1) causation with promotion-focused effectuation principles; (2) causation with prevention-focused effectuation principles; (3) causation with hybrid-focused effectuation principles. More importantly, we find that the effectiveness of the configurations depends on the firm development stage. Our findings provide SMEs with practical insights into how to effectively choose their decision-making logic when faced with different firm growth challenges. [ABSTRACT FROM AUTHOR]

Tilianin (Til), a flavonoid glycoside, is well-known for its therapeutic promise in treating inflammatory disorders. Its poor water solubility and permeability limit its clinical applicability. In order to overcome these restrictions, an antisolvent precipitation and ultrasonication technique was used to prepare amorphous tilianin nanocrystals (Til NCs). We have adjusted the organic solvents, oil-to-water ratio, stabilizer composition, and ultrasonic power and time by combining single-factor and central composite design (CCD) methodologies. The features of Til NCs were characterized using powder X-ray diffraction (PXRD), scanning calorimetry (DSC), and transmission electron microscopy (TEM). Specifically, the optimized Til NCs were needle-like with a particle size ranging from 90 to 130 nm. PVA (0.3%, w/v) and TPGS (0.08%, w/v) stabilized them well. For at least two months, these Til NCs stayed amorphous and showed an impressive stability at 4 °C and 25 °C. Remarkably, Til NCs dissolved almost 20 times faster in simulated intestinal fluid (SIF) than they did in crude Til. In RAW264.7 cells, Til NCs also showed a better cellular absorption as well as safety and protective qualities. Til NCs were shown to drastically lower reactive oxygen species (ROS), TNF-α, IL-1β, and IL-6 in anti-inflammatory experiments, while increasing IL-10 levels and encouraging M1 macrophages to adopt the anti-inflammatory M2 phenotype. Our results highlight the potential of amorphous Til NCs as a viable approach to improve Til's anti-inflammatory effectiveness, solubility, and dissolving rate. [ABSTRACT FROM AUTHOR]

Unlike uniform motion, when an object moves underwater with variable speed, it experiences additional resistance from the water, commonly referred to as added mass force. At present, several methods exist to solve this force, including theoretical, experimental, and simulation approaches. This paper addresses the challenge of determining the added mass force for irregularly shaped small objects undergoing variable speed motion underwater, proposing a method to obtain the added mass force through numerical simulation. It employs regression analysis and parameter separation analysis to solve the added mass force, added mass, viscous drag coefficient, and pressure drag coefficient. The results indicate that an added mass force exists during both the acceleration and deceleration of the object, with little difference between them. Under the same velocity conditions, significant differences exist in pressure drag forces, while differences in viscous drag forces are not significant. This suggests that the primary source of added mass force is pressure drag, with viscous drag having little effect on it. During acceleration, the surrounding fluid accelerates with the object, increasing the pressure drag with a high-pressure area concentrating at the object's front, forming an added mass force that is directed backward. By contrast, during deceleration, the fluid at the object's front tends to detach, and the fluid at the rear rushes forward, leading to a smaller high-pressure area at the front and a larger one at the rear, reducing the pressure drag and forming an added mass force that is directed forward. By comparing the added mass of a standard ellipsoid obtained from numerical simulation with theoretical values, the regression analysis method is proven to be highly accurate and entirely applicable for solving the added mass of underwater vehicles. [ABSTRACT FROM AUTHOR]

New product development (NPD) performance is a key determinant of a new venture's success. However, compared with established firms, new ventures often suffer from resource constraints when developing new products. Entrepreneurial bricolage is reported in the literature as an alternative strategic option that enables managers to overcome resource constraints when developing new products. However, because new ventures are often founded by an entrepreneurial team, the effectiveness and efficiency of using bricolage to improve NPD performance might be contingent on how the founding team plays its roles in this process. Using data from 323 new ventures in China, we find support for the critical role of entrepreneurial bricolage in improving NPD success under resource constraints. More importantly, our results reveal that the bricolage strategy is more likely to benefit a venture when the founding team is composed of members with diverse functional backgrounds and is not heavily involved in strategic decision-making. [ABSTRACT FROM AUTHOR]