柠檬酸应用于凝胶-冷冻法制备微孔淀粉的研究

为提高微孔淀粉的吸附性能,将柠檬酸用于凝胶-冷冻法制备红薯微孔淀粉,通过单因素试验和正交试验优化红薯微孔淀粉制备工艺。结果表明,红薯微孔淀粉制备的最佳工艺为:柠檬酸添加量3%、淀粉乳浓度100 g·L-1、糊化时间30 min、冷藏时间48 h、冷冻时间42 h。在此工艺参数条件下,制得的红薯微孔淀粉吸水率为277.32%、吸油率为68.61%。     

新型糊化淀粉粘合剂的制备与性能研究

本文介绍了一种制备糊化淀粉粘合剂的新型工艺，该工艺去掉了淀粉粘合剂制备中普遍使用的氧化工序。制备的淀粉粘合剂性能优良，具有粘接速度快、粘接强度大、干燥速度快及储存稳定性好等特点。     

青稞慢性消化淀粉制备条件的优化研究

现阶段人们尝试通过蛋白、相位含量相对较高,而糖类和脂肪相对较少的青稞中制备慢性消化淀粉,使慢性淀粉的性能得到进一步的强化,在此背景下,本文针对青稞慢性消化淀粉制备条件的优化展开研究。     

高速耐水酪素商标胶粘剂的研制

本文介绍了一种以干酪素为主要原料研制的酪素商标胶的制备工艺及产品性能，讨论了分散剂、交联剂、淀粉用量、pH值对酪素胶的制备与性能的影响。本工艺制备的酪素胶具有好的粘贴性能，可替代进口产品。     

酸水解制备变性红薯淀粉的工艺及性质研究

以红薯淀粉为原料，采用醇介质酸水解制备变性红薯淀粉糊精。通过正交试验确定了淀粉糊精的制备条件，并对此条件下得到的产品进行了性质研究。结果表明，持水性比原淀粉显著提高，吸湿性较强，感官及其理化特性符合麦芽糊精标准，酸解淀粉糊精的粘度与原淀粉相比数值下降，酸处理制备的糊精粒子微观结构无明显变化。     

变性淀粉的制备及应用综述

综述了氧化淀粉、酯化淀粉、醚化淀粉、交联淀粉、接枝淀粉的性能、制备工艺的主要用途。认为开发多品种变性淀粉，充分了解它们的性能，拓宽其应用领域是一项十分有意义的工作。     

快干型玉米淀粉粘合剂的合成新方法

提出了一种新型的制备玉米淀粉粘合剂的合成方法，即采用过氧化氢－－重金属盐为引发体系，冷制玉米淀粉粘合剂，并对该粘合剂的性能进行了综合测试效果良好，具有推广价值。     

变性玉米淀粉的制备及性能研究

本研究在正交实验分析技术的基础上发现变性玉米淀粉(Corn starch,CS)在制备过程中的最优氧化条件为反应时间4h、温度45℃、pH9、氧化剂(次氯酸钠)用量为15 mL。实验还对变性CS的特性进行了比较分析,发现此产品糊液具有良好的流动性、成膜性等性能,在食品领域具有优越的发展空间。     

用玉米淀粉制备新型电池浆层涂料的研究

报道了在交联淀粉研究的基础上，对交联淀粉进行氧化变性，成功地制备了新型电池浆层涂料。其产品性能达到 国外电池专用变性淀粉指标。     

醚化淀粉的制备及其应用

采用活泼的醚化剂，在催化剂存在下，用化学方法处理玉米淀粉，成功地制备了变性的醚化淀粉，并介绍了此种变性淀粉的性能及应用领域。     

淀粉类胶粘剂的开发与应用

对淀粉类胶粘剂进行了系统的分类，并结合反应机理，详细阐述了各种淀粉胶的生产工艺、各改性剂的作用、产品的性能特点及主要应用领域。     

医用手套表面残余矿物粉末快速鉴别技术研究

[目的]建立了一种采用XRD粉末衍射快速鉴别医用手套表面残余矿物粉末的方法。[方法]乳胶手套表面残余粉末通过水洗、过滤收集后,采用XRD方法测定了三种不同生产厂家的医用手套表面残余粉末。[结果]三种医用有粉手套的表面残余粉末均为矿物混合物粉末,含有滑石、白云石、菱镁矿、绿泥石、石英和方解石等几种矿物质,从XRD谱图中很容易辨别出矿物粉末和玉米淀粉。[结论]XRD是一种快速、准确的鉴别一次性医用有粉手套表面残余矿物粉末的方法。     

肉制品中淀粉含量测定方法的比较及关键点

淀粉和变性淀粉常常被肉制品当作增稠剂,加入之后可以提高肉制品的持水性、组织形态。但肉制品中淀粉的含量是需要控制的,只有控制好肉制品中淀粉的含量,加强对产品的监督和管理,才能保证肉制品的质量。本文阐述了淀粉的概念和检测肉制品中淀粉含量的几个方法,通过实验对测定方法进行了对比。     

小麦A淀粉酯化淀粉的制备

实验室马丁法提取小麦A淀粉,以乙酸乙烯酯为酯化剂制备A淀粉酯化淀粉。以反应取代度为指标,研究了各反应因素如酯化剂用量、反应温度、反应时间、反应PH值对取代度的影响。结果表明,制备低取代度A淀粉酯化淀粉最佳条件为反应pH值10,反应温度25℃,反应时间0.5h,酯化剂用量25%。     

新型低毒耐水脲醛树脂胶的合成

介绍加入三聚氰胺、聚乙烯醇（PVA）、淀粉后对脲醛树脂胶（uF）的游离甲醛含量、剪切强度、耐水剪切强度等性能的影响,简述了三聚氰胺、聚乙烯醇等改性剂在脲醛树脂胶合成过程中所起的作用,并合成了综合性能良好的新型低毒耐水脲醛树脂胶。     

复合交联淀粉制备工艺研究进展

综述了氧化交联淀粉、醚化交联淀粉、酯化交联淀粉等复合交联淀粉制备工艺的研究进展,重点讨论了各种复合交联淀粉的研究热点,并展望了其今后的发展前景。     

Thirty years with the balanced scorecard: What we have learned

The balanced scorecard (BSC) is one of the most influential strategy implementation and control tools of the past 75 years, but data regarding the BSC’s impact on firm performance is mixed. In this work, we go beyond anecdotal evidence to take stock of the practical impact the BSC has had, synthesize available qualitative and quantitative data on the relationship between BSC adoption and firm performance, and investigate the conditions under which the BSC has been found to be a successful strategy implementation tool. Based on the evidence, we then provide several recommendations on how to maximize the value of BSC adoption. These recommendations are centered on an apparent paradox: While the BSC is a tool for effective strategy implementation, it must itself be effectively implemented to deliver on its potential.     

马铃薯淀粉废水处理技术研究

马铃薯淀粉生产过程中,要排放大量的废水,平均每生产1t淀粉需要加工6.5t左右的马铃薯,排放20t左右的废水。综述了马铃薯淀粉生产废水的来源、水质特性及处理技术。     

Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle

The term “entrepreneurial orientation” has been used to refer to the strategy-making processes and styles of firms that engage in entrepreneurial activities. A popular model of entrepreneurial orientation (EO) suggests that there are five dimensions of EO—autonomy, innovativeness, risk taking, proactiveness, and competitive aggressiveness (Lumpkin and Dess 1996). This paper reports on two of those dimensions—proactiveness and competitive aggressiveness. Proactiveness refers to how firms relate to market opportunities by seizing initiative in the marketplace; competitive aggressiveness refers to how firms react to competitive trends and demands that already exist in the marketplace. Despite these distinctions, prior research has tended to equate these two concepts and argued that they have a similar effect on firm performance. This paper investigates how these two approaches are related to each other, how they are related to performance, and how their function differs in the environments in which firms exhibit these approaches to strategy making. These distinctions are important because proactiveness and competitive aggressiveness represent distinctly different avenues to entrepreneurial success.A field study was conducted in which 124 executives from 94 firms were surveyed. These were executives from non-affiliated, non-diversified firms who were actively involved in strategic decision making at the top level of the firm. All firms reporting had at least one respondent who was an owner. Analysis of the data was conducted in two phases. In phase 1, factor analysis was used to examine the distinctions between different dimensions of EO. Proactiveness and competitive aggressiveness emerged as two separate factors indicating that these two strategy-making modes were perceived differently by the executives in the study. In the second phase, the relationship of these two dimensions to performance was analyzed in various contexts. Initial tests found that proactiveness was positively related to performance but competitive aggressiveness tended to be poorly associated with performance.Subsequent tests of the EO-performance relationship indicated that the stage of industry life cycle tended to favor one entrepreneurial orientation over another. The performance of firms in the early stages of industry development was stronger when their strategy making was proactively oriented. In contrast, a competitively aggressive frame of mind was helpful to firms in more mature stages of industry development. These findings were supported by other tests of the business environment. In dynamic environments, characterized by rapid change and uncertainty, proactive firms had higher performance relative to competitively aggressive firms. In hostile environments, where competition is intense and resources are constrained, competitively aggressive firms had stronger performance.The findings suggest that these two different approaches to entrepreneurial decision making may have different effects on firm performance. The differences were particularly apparent in the way firms relate to their external environment. Proactiveness—a response to opportunities—is an appropriate mode for firms in dynamic environments or in growth stage industries where conditions are rapidly changing and opportunities for advancement are numerous. But such environments may not favor the kind of combative posturing typical of competitive aggressiveness. Firms in hostile environments, or in mature industries where competition for customers and resources is intense, are more likely to benefit from competitive aggressiveness—a response to threats. A further implication of this research is that the dimensions of an entrepreneurial orientation, often considered to be positively related to performance under all conditions, may not always be associated with successful outcomes. This study indicates that the dimensions of EO often vary independently rather than covary, suggesting that the extent to which an entrepreneurial approach to strategy making is useful will frequently depend on the organizational or environmental conditions under which such decisions are made.     

Corporate governance and firm performance in emerging markets: Evidence from Turkey

This is a study of the relationship between context, internal corporate governance and firm performance, looking at the case of Turkey, an exemplar of family capitalism. We found more concentrated ownership, often in the hands of families, led to firms performing better; concentrated ownership means that controlling families bear more of the risks of poor performance. Less predictably, given that the institutional environment is so well attuned to family ownership, we found that mechanisms that accord room for a greater range of voices and interests within and beyond families – larger boards and foreign ownership stakes – seem to also make for positive performance effects. We also noted that increase in cross ownership did not influence market performance, but was negatively associated with accounting performance. Conversely, we found that a higher proportion of family members on boards had no discernable effect on performance. Our findings provide further insights on the relationship between the type of institutions encountered in many emerging markets, internal corporate governance configurations and firm performance.