手性固定相Chirex3001对安息香和联萘酚及其类似物的分子识别

利用分子力学方法,建立了苯基甘氨酸型手性固定相Chirex3001的简化模型,并探讨了手性固定相Chirex3001与安息香和联萘酚及其类似物的识别机制.模拟结果表明,固定相主体与手性客体分子识别作用的推动力主要来自于它们之间的π-π堆积、氢键和范德华等作用.主体与(S)-构型的客体1～3结合能力强于(R)-构型的客体,而对于客体4～6,则是与(R)-构型的结合强于(S)-构型,这与高效液相色谱拆分实验结果相符.客体1～3对映体在Chirex3001柱上的分离因子分别为1.02,1.04和1.11,(R)-构型先被洗脱;客体4～6对映体的分离因子分别为1.23,1.26和1.09,(S)-构型先被洗脱

响应面优化浊点萃取联会 HILIC 测定大鼠血清中四种抗艾滋病药

【目的】基于浊点萃取技术（CPE）联合亲水作用色谱法（HILIC）同时测定大鼠血清中四种抗艾滋病药。【方法】以TritonX-114作为萃取介质，用响应面法进一步优化CPE相关参数，对萃取的样品，用HILIC法分别测定其含量。【结果】四种抗艾滋病药在5%（w/v）TritonX-114，0.3mol/L NaCl，pH为5.0，40℃水浴平衡20 min时，萃取率均达85.0%以上，与模型预测值接近；对于富集的样品，以Ze month-CN（250mm×4.6mm，5μm）为固定相，流动相为（甲醇∶乙腈∶醋酸铵缓冲液=5︰5︰90），柱温35℃，检测波长275nm，流速0.5mL/min分离时，四种分析物在0.01～10.0μg/mL，线性良好，加样回收率大于75.0%，RSD≤5.0%。【结论】建立的该方法，操作简单绿色，能对大鼠血清中四种抗艾滋病药较好的富集，可同时快速、准确测定其含量，为其临床血药浓度监测提供新的方法

Molecular recognition of benzoin and bi-beta-naphthol analogues by Chirex 3001-based chiral stationary phase

The simplified model of (R)-phenylglycine based chiral stationary phase (Chirex 3001) was built to investigate the process of chiral recognition of benzoin and bi-beta-naphthol and their analogues by molecular mechanics methods. The results showed that the driving force of chiral recognition came from the pi-pi stacking, hydrogen bond and van der Waals interactions between the host and the guest molecule. The host preferred to bind with S-enantiomers of benzoin and its analogues 1 similar to 3, and preferred to bind with R-enantiomers of bi-beta-naphthol and its analogues 4 similar to 6. This was consistent with the HPLC experimental results. The separation factors were 1.02, 1.04 and 1.11 respectively for compounds 1 similar to 3 when n-hexane/1,2-dichloroethane/ethanol (V : V : V=83.5 : 15 : 1.5) was used as mobile phase, and the R-enantiomers were eluted first. The separation factors were 1.23, 1.26 and 1.11 respectively when n-hexane/chloroform/ethanol (V : V : V=78.5 : 20 : 1.5) was used as mobile phase, and the S-enantiomers were eluted first

赤麻鸭与翘鼻麻鸭杂交繁殖的观察

１９９２～１９９４年，对翘鼻麻鸭（♂）与赤麻鸭（♂）的交配、产卵、孵化及育成的子一代进行了详细的观察记录，说明翘鼻麻鸭与赤麻鸭的种间杂交是可行的，对今后开发利用麻鸭野生资源和种群保护等很有意义

DEI at Schneider Electric: From "Why" to "How"

本案例介绍了施耐德电气过去15年间在多元化、公平性、包容性（DEI）方面的探索。施耐德电气致力于“为所有员工提供平等机会，无论他们是谁或身在何地，确保他们都能受到重视并能放心地为公司献力”。为了推动DEI，施耐德电气多管齐下。员工的态度也从一开始的质疑转变为接受，继而开始思考如何落实。 本案例以施耐德电气首席人力资源官（CHRO）Charise Le面临的艰难抉择结尾。作为一名华裔女高管，Charise对集团的DEI战略和文化心存感激——如若集团不奉行DEI，她便不可能在中国本土承接集团的全球职责。2022年初，她领导的招聘小组需要敲定施耐德电气某国总裁职位的最终人选，而她在John Carney和Lucy Chiang之间摇摆不定。从业务角度来看，两位候选人都无可挑剔。Lucy的专长似乎更符合公司的战略需求，但她在人员管理方面稍显不足。John曾在领导新成立的脱碳倡议时表现出较弱的影响力，但他的包容性更高，受到前下属的一致认可。 这个艰抉抉择让Charise夜不能寐。任命Lucy为施耐德电气某国总裁将推进“多元化”，但这对John公平吗？也就是说，追求“多元化”是否会牺牲“公平性”？Charise和她领导的招聘小组该如何践行集团的DEI原则？This case introduces Schneider Electric’s 15-year-long exploration of Diversity, Equity, and Inclusion (DEI), aimed at providing “equal opportunities to everyone everywhere and to ensure all employees feel uniquely valued and safe to contribute their best.” Through various approaches to initiate DEI, Schneider Electric has seen a shift from employees questioning DEI to accepting it and asking how to implement it. This case ends with a tough decision for Charise Le, Chief Human Resources Officer (CHRO) at Schneider Electric. As a Chinese woman leader, Charise appreciated the Group’s DEI strategy and culture, allowing her to assume a global role in mainland China. Early in 2022, she had to make her own choice and lead the recruiting panel on a final decision between two candidates (John Carney and Lucy Chiang) for a country president position at Schneider Electric. Both John and Lucy were outstanding from a business perspective. Lucy’s expertise seemed to meet the business strategy needs better, but she had issues with managing people. Comparatively, John had a weaker impact on leading newly formed decarbonization initiatives but acted as a more inclusive leader who enjoyed wide acceptance among all his prior subordinates. This decision kept Charise up at night. Appointing Lucy will make the Group’s country presidents more diversified but Charise worries whether it is a “fair play” to John. That is, does focusing on diversity lead to sacrificing “equity” in this case? How should Charise and the recruiting panel practice the Group’s DEI principles in this decision

Bosch China: Building a Coaching Culture

本案例从“开端”“发展”“升级”三个阶段讲述了博世（中国）投资有限公司（简称“博世中国”）打造“教练文化”的背景、挑战、思考和应对策略等，并站在教练俱乐部成立五周年这个时点（2021年11月15日），探索未来如何让“教练文化”发挥更大的价值。 2016年中，为了助力“从一家传统制造型企业向以物联网为中心的科技公司”的战略转型及其所需人才的发展，博世中国正式推出了“教练型领导实践课程”，却在第一天就遭到高管的质疑。通过积极与外部教练配合、调动更多业务高管积极性、运营教练俱乐部等办法，博世中国让越来越多的博世人接受了“教练”理念。然而，在后续发展过程中，面对行业变局和疫情的影响，博世集团自2020年起减少了在华投资。在培训预算大幅降低的情况下，博世中国通过内化教练课、引入团队教练等方式让教练领导力的影响辐射到更多中层管理者和事业部。随后，“教练文化”渐渐形成，但期间企业又不得不做出多项权衡：“做本土文化vs.与全球文化联结”“内部独立认证vs.与ICF认证挂钩”和“主动推动vs.等待被需要”。 经过五年多的探索，博世中国打造“教练文化”的实践取得了一定的成效：于内，得到以智能制造解决方案事业部副总裁韩冬丽为代表的高管的认可，并助力其所在的事业部实现业务发展；于外，获得拉姆(查兰管理实践奖和国际教练协会德国棱镜奖等认可。但是，企业内部对推行“教练文化”的质疑声一直没有间断过，内部不乏业务高管认为，“教练文化”只是锦上添花，在当下企业面临巨大的业务压力时，企业更应该关注人才的技能培训和发展，而不是追求“教练文化”，后者对业务发展没有实际帮助。 2021年11月15日，负责人力资源建设及管理工作的执行副总裁李晓虹女士接到德国总部的邀请，总结博世中国打造“教练文化”的经验，并在更广范围内传播。动力和阻力并存，李晓虹思考着：她应该如何输出博世中国打造“教练文化”的经验呢？相关经验可否在总部或其他组织复制？有哪些适用条件？又该如何推进呢？This case delves into the journey of Bosch (China) Investment Co., Ltd. (hereinafter “Bosch China”) as it looked to establish a coaching culture across three distinct phases: “initiation, development, and one step further”. It presents the background, challenges, reflections, and strategies entailed in this pursuit while exploring the way forward for its coaching culture as Bosch China approached the fifth anniversary of its Coach Club. In mid-2016, Bosch China introduced the “Coaching Practice of Leadership” course to facilitate its transition from traditional manufacturer to IoT-oriented tech firm while nurturing the required talents. However, the initiative met skepticism from executives right from inception. Through partnerships with external coaches, engagement of internal business executives, and operations of the coach club, Bosch China managed to get more and more employees to embrace the concept of “coaching”. As the company continued its journey, industry changes and pandemic disruptions posed substantial challenges, prompting Bosch Group to scale back China investments. Faced with slashed training budgets, Bosch China internalized coaching courses. It introduced team coaching to extend the reach of coaching leadership to a broader group of mid-level managers and business divisions. While the coaching culture took shape, the company made several trade-offs, exemplified in sections like “local identity vs. global alignment”, “independence vs. ICF accreditation”, and “taking proactive action vs. responding to needs”. After five years of exploration, Bosch China’s efforts to foster a coaching culture yielded tangible outcomes. Internally, this practice garnered recognition from executives like Han Dongli, Vice President of Bosch Intelligent Manufacturing Solutions China, and contributed to business growth in the divisions concerned. Externally, it earned accolades like the Ram Charan Management Practice Award and the ICF Germany Prism Award. Nevertheless, internal skepticism regarding the implementation of the coaching culture persisted. Some business executives viewed it as a mere garnish and argued that, given the significant business pressure, the company should prioritize skill training and employee development over pursuing a coaching culture. On November 15, 2021, Rosa Lee, Executive Vice President responsible for human resources management, received an invitation from Bosch's German headquarters to summarize her experiences of establishing a coaching culture at Bosch China and to promote it to a broader audience. The tension between advocates and detractors of coaching culture left Rosa Lee deep in thought: How should she demonstrate her experience building a coaching culture at Bosch China? Could it be replicated at HQ or within other organizations? What would be the essential conditions and steps for such an endeavor

基因编辑的技术分析与思考

基因编辑技术已成为当今非常重要的生物工程技术，在生物医药、生物环保以及农业生产领域有着极 其广泛的应用。本研究通过对基因编辑相关专利和期刊文献的分析，揭示了基因编辑技术的发展现状与趋 势，并基于对CRISPR技术的专利分析以及重要研发机构的专利布局分析，对我国基因编辑技术的发展提出了 对策与建议，为相关领域的研究人员及决策者提供参考。</p