Adropin: An endocrine link between the biological clock and cholesterol homeostasis

This article explores two translation models circling around the key issue “equivalence” in translation studies. They are the Jerome Model and the Horace Model. They differentiate from each other in the aspects of the translating priorities and purposes, etc. Moreover, through illustrative examples, the article points out there are intrinsic relationship between the two models, so appropriate application and combination of the two models will not only solve the problem of “equivalence”, but also build up a bridge between source language culture and target language culture

Knowledge management: Exploring the relationship between human capital and organisation structure capital

Human capital and its impact on the organisation structure capital are of paramount importance in the modern business organisations. This research in progress, which investigates and analyses the role that human capital plays in the determination of the organisation structure capital. The study is based on wide spectrum of current literature, which presents theoretical and practical research on the subject of study. Knowledge Management (KM) is systematic process based on models and technological integration, which helps in the development of the conceptual framework. It is assumed that KM leads to benefits for the organisation and provides a platform for future research. Also, it addresses KM impacts on human capital and the enhancement of organisational effectiveness. The procedure is established for the measurement of the effectiveness of knowledge management criteria. The study aims at large businesses in Syria. It is confirmed through the results and findings that models and processing of information through systematic structure is essential for the development of the manager’s capabilities which plays an important factor in defining the impact of human capital on the success of the organisation structure of a business

Business model requirements and challenges in the mobile telecommunication sector

The telecommunications business is undergoing a critical revolution, driven by innovative technologies, globalization, and deregulation. Cellular networks and telecommunications bring radical changes to the way telecom businesses are conducted. Globalization, on the other hand, is tearing down legacy barriers and forcing monopolistic national carriers to compete internationally. Moreover, the noticeable progress of many countries towards deregulation coupled with liberalization is significantly increasing telecom market power and allowing severe competition. The implications of this transition have changed the business rules of the telecom industry. In addition, entrants into the cellular industry have had severe difficulties due to inexistent or weak Business Models (BMs). Designing a BM for a mobile network operator is complex and requires multiple actors to balance different and often conflicting design requirements. Hence, there is a need to enhance operators’ ability in determining what constitutes the most viable business model to meet their strategic objectives within this turbulent environment. In this paper, the authors identify the main mobile BM dimensions along with their interdependencies and further analysis provides mobile network operators with insights to improve their business models in this new ‘boundary-less’ landscape