The Neuronal Channel NALCN Contributes Resting Sodium Permeability and Is Required for Normal Respiratory Rhythm

SummarySodium plays a key role in determining the basal excitability of the nervous systems through the resting “leak” Na+ permeabilities, but the molecular identities of the TTX- and Cs+-resistant Na+ leak conductance are totally unknown. Here we show that this conductance is formed by the protein NALCN, a substantially uncharacterized member of the sodium/calcium channel family. Unlike any of the other 20 family members, NALCN forms a voltage-independent, nonselective cation channel. NALCN mutant mice have a severely disrupted respiratory rhythm and die within 24 hours of birth. Brain stem-spinal cord recordings reveal reduced neuronal firing. The TTX- and Cs+-resistant background Na+ leak current is absent in the mutant hippocampal neurons. The resting membrane potentials of the mutant neurons are relatively insensitive to changes in extracellular Na+ concentration. Thus, NALCN, a nonselective cation channel, forms the background Na+ leak conductance and controls neuronal excitability

Sinyi Real Estate in Taiwan

Sinyi Group was founded in 1981. By closely following its Confucian ethics and “people-centered” service philosophy, it established an excellent corporate image and became one of the most successful real estate agent companies in Taiwan and Mainland China. However, with the expansion of the company and intensified market competition, the management philosophy, which had contributed much to Sinyi’s success, became a limiting factor in the pace of globalization. In 2008, Mr. Chun-chi Chou, the founder of Sinyi, was contemplating solutions to Sinyi’s problem: How could it maintain its corporate philosophy among staff? Should Sinyi tailor its unique business models to suit aggressive expansion? This case aims to evoke discussion on the dilemma of preserving corporate management philosophy while sustaining competitiveness in globalization strategy. This case can be used at MBA and EMBA levels as well as executive education classes under cultural and globalization topics

台湾信义房屋

信义企业集团成立于1981年，凭借独特的儒家伦理文化和“以人为本”的服务宗旨，树立了优秀企业形象，逐步发展为台湾和中国大陆最成功的房地产中介公司之一。然而，随着公司规模扩大和市场竞争加剧，曾经的成功要素却成为了限制企业全球化发展的制约因素。2008年之际，面临挑战，信义集团董事长周俊吉需要思考：如何坚持推行信义的文化和管理理念，并使之成为公司的差异化战略？是否应当调整商业模式以适应积极的扩张战略？本案例旨在引导学员对企业在全球化战略中所面临的坚持管理理念和保持持续竞争力的两难困境进行思考和讨论

Sinyi Real Estate in China

Sinyi entered the mainland Chinese market in the early 1990s. Over twenty years of construction, Sinyi expanded its operations to places such as Shanghai, Beijing, Chongqing, Suzhou and Zhejiang. By establishing a special bi-business model in China — a direct business model for Sinyi Rehouse and a franchise operation model for Coldwell Banker — Sinyi aimed to offer the best real estate agency service to customers in mainland China. Sinyi’s “Confucianism-based” and “people-centered” culture was deemed as a key to its success in the Chinese market. However, in 2008, as the market of mainland China kept expanding and competition intensified, Sinyi’s corporate philosophy and business model were challenged. Mr. Chun-chi Chou and his management team considered the following questions: Although they looked similar, the mainland China market differed from the Taiwan market. Under these circumstances, should Sinyi adhere to its previous corporate philosophy of righteousness and trustworthiness? Would Sinyi need to change its business model in order to counter its competitors’ aggressive moves? What necessary measures must Sinyi take in the ever-changing market? This case study introduces the corporate culture, development strategy and challenges of Sinyi in China, encouraging reflection and discussion of globalization strategy and emerging market strategy