通过语言任务和功能磁共振成像研究人类小脑功能

Since the 19th century, people have long believed that the function of cerebellum was restricted to fine motor control and modulation. In the past two decades, however, more and more studies challenged this traditional view. While the neuroanatomy of the cerebellum from cellular to system level has been well documented, the functions of this neural organ remain poorly understood. This study, including three experiments, attempted to further the understanding of cerebellar functions from different viewpoints. Experiment One used the parametric design to control motor effects. The activation in cerebellum was found to be associated with the difficulty levels of a semantic discrimination task, suggesting the involvement of the cerebellum in higher level of language functions. Moreover, activation of the right posterior cerebellum was found to co-vary with that of the frontal cortex. Experiment Two adopted the cue-go paradigm and event-related design to exclude the effects of phonological and semantic factors in a mental writing task. The results showed that bilateral anterior cerebellum and cerebral motor regions were significantly activated during the task and the hemodynamic response of the cerebellum was similar to those of the cerebral motor cortex. These results suggest that the cerebellum participates in motor imagination during orthographic output. Experiment Three investigated the learning process of a verb generation task. While both lateral and vermis cerebellum were found to be activation in the task, each was correlated a separate set of frontal regions. More importantly, activations both in the cerebellum and frontal cortex decreased with the repetition of the task. These results indicate that the cerebellum and frontal cortex is jointly engaged in some functions; each serves as a part of a single functional system. Taken these findings together, the following conclusions can be drawn: 1.The cerebellum is not only involved in functions related to speech or articulation, but also participates in the higher cognitive functions of language. 2.The cerebellum participates in various functions by supporting the corresponding regions in cerebral cortex, but not directly executes the functions as an independent module. 3.The anterior part of cerebellum is related to motor functions, whereas the posterior part is involved in cognitive functions. 4.While the motor functions rely on the engagement of both sides of the cerebellar hemispheres, the higher cognitive functions mainly depend on the right cerebellum.

企业经营风险决策的组织行为学研究

This thesis has investigated the risk preferences of the Chinese company managers in kinds of simulated decision situations and their perceptions of risk concerning types of business decisions. Four studies are conducted: Study I is utility analysis. 214 company managers and 46 middle - school headmasters have responded to Utility Measurement Survey. The results indicate: (1) The risk preferences of the managers vary in the different decision situations. In most of the situations, most of the managers are risk aversion; In few situations, they are risk-seeking. (2) In some of the decision situations, there are significant differences on risk preference between business managers and school headmasters, male managers and female managers, senior managers and junior managers, managers with high qualifications and managers with low qualifications, non-state-owned firms' managers and state-owned firms' managers, medium-small sized firms' managers and large-sized firms' managers. In the other situations there aren't significant differences between them. (3) In all of the decision situations, so significant differences on risk preference are found among managers with different marriage, experience, age and education. Study II is risky decision simulation. The Risky Decision Situations Simulation Survey is administered to 82 company managers. The result indicates that firm culture, business condition, survival limit and risk preference of the superior influence the managers' risk decision-making behavior. Study III is perceptions of business decision risks. 68 company managers have filled in Decision Cases Risk Perception Inventory. The results indicate: (1) Inaccurate market analysis and prediction, instable politics and the changes of economic policy are the more risky elements to strategy decision. (2) Erroneous market analysis and prediction, appearance of new technology and the changes of market demands are the more risky elements to investment decision. (3) Poor quality control, backward technology and too large stocks are the more risky elements to production decision. (4) Shortage of development fund, wrong choice in development project and limitation of the development ability are the more risky elements to new production development decision. (5) No payment of the foreign partner's capital, the changes of national relevant policy, difficulty in marketing, too high selling prices of foreign partner's equipments are the more risky elements to joint-venture decision. (6) Unfamilarity with oneself and misjudgement in qualification of oneself are the more risky elements to personnel decision. (7) Bad market of the product, defects in product quality and the changes of consumers demands are the more risky elements to marketing decision. (8) Wrong strategy and ambiguous goals are the more risky elements to public relation decision. (9) Violation of the law, ambiguous goals and poor creation are the more risky elements to advertisement decision. (10) Deterioration of diplomatic relations, unsuitable products for foreign consumers and unfamilarity with foreign market are the more risky elements to international business decision. Study IV is structured interview. 5 company managers have answered all questions of the Interview Questionnaire. The results indicate: (1) The managers think that risks are the possible unfavourable consequences of decisions; (2) The self-ratings of the managers coordinate with the results of utility measurement; (3) The managers admit that risks always accompany bussiness decision; (4) Individual difference is found among managers on risk perception. This thesis has also pointed out the important implications of the research and discussed several further questions.