論文im

A. 急需一篇關於聊天工具開發的論文

我這里有幾篇關於IM即時通信的論文，都是花錢買來的，所以你把郵箱留下把分給我，我給你傳過去。

B. 論文摘要和關鍵詞翻譯成英文

Bai Juyi is that China shoulders the far-reaching writer who has great reputation and affects on history of literature. Though the common people studies to Bai Juyi work quite many, but had not carried out systematic go into on whose official document especially playing the shape kind official document. Vainly Mrs., play a shape having judging from official document pattern commenting on the person shape , comment on the thing shape , the Xie shape , invite a shape , play a shape , recommend a shape , decline a shape. Play shape content relating to politics , military affairs , people's livelihood sum mainly be thankful. The art characteristic playing a shape vainly Mrs. has arrangement of ideas to limpid , to parallel as well as scattered , impart a deep meaning with only a few words and to use thing tax feeling mainly.

標准人工翻譯、、希望可以幫助你、、

C. 誰能告訴我如何寫工作與交流的英文論文呀

1

Ethical Behavior in Managemment and Business

Ethics is the term we give to our concern for good behavior. Its human nature to not only is concerned with our own personal well being, but also that of others and of human society as a whole. It is stated that ethics is a way of being human and if men and women had not identified their own welfare with that of others, then they probably would not have survived and developed (Ethics 5).

Business ethics is very similar to normal every day ethics in that it involves being fully aware of what we�re doing including the complications and consequences of our actions. Being aware of ethics in business requires us to be aware of two things. First, we have to have a need with complying with rules, such as laws, customs and expectations of the community, the principles of morality and the policies of the organization and such general concerns as the needs of others and fairness. Second, we should know how the procts and services of the business, the actions of its members, could affect its employees, the community and the society as a whole, either positively or negatively (Ethics 5).

Good ethics means good business is the viewpoint of many businesses. Businesses and their managers take ethics seriously. They reason their way through ethical problems and acceptable solutions. Although there is always the reverse, where businesses give the appearance of success for long periods of time in spite of unethical practices. The news today is overloaded with stories of the fallen heroes and devastated businesses that ultimately result from deception and unethical solutions to the business�s problems (5). Many managers say that they run into ethical dilemmas because they are involved in relationships with people being employees, peers, and bosses with whom they have to work with and on whom they are dependent. The problem is complicated because these people have needs that are contrary to a business�s goals and competing needs. The manager is forced to either chose between the business or the person, being a peer or employee, and an unethical choice will affect the relationship of the other for years to come (Ethics 6).

Businesses themselves have several responsibilities many of them being ethical. First, they have the priority of making jobs (106). Once they create a job, it�s their responsibility to see that hard work and talent are fairly rewarded. When employees feel they are being treated fairly and with respect, they return the favor back to their management by following orders and doing any task assigned to them (107). If they feel they are being treated badly, they get back at the business either ethically or unethically (Understanding 107).

Managers of a business sometimes lose their ethical perspective when making decisions that affect people (9). Perhaps they are busy, or maybe they just don�t take the time to think through the consequences of their decision (9). Also, if a senior manager were to make a decision that seemed unethical, the managers would act on the decision without weighing the ethical �overtones� (Ethics 9). The same is also true when several managers with a common goal agree in an unethical situation (9). When unethical decisions are made, everyone loses in the long run, both the company and the person making the unethical decision (Ethics 9).

Managers continually chose between people when making decisions such as whom to hire, which employee to promote, or which employee to lay off or terminate (23). Managers, knowing all the employees, their history with the company, their skills, and other factors, cannot help being having a problem by his/her own conflicting personal interest and biases (23). When choosing between people, objectivity is the best way to make decisions such as who to hire, who to promote, or who to lay off. Some managers have a problem by trying to choose the person with the least personal pain possible. Managers should determine the appropriate candidates based on honest consideration (24). It�s a manager�s responsibility to know about who is doing their fair share of work and who is not. Not doing so will cause low morality in the work place because an employee not doing his/her fair share and another employee doing his/her job (World 146). Another issue of that strongly is merged with ethics is performance appraisals. Some managers do not feel comfortable doing them because they do not want to be the �judge and jury� with respect to their employee�s career (25). Some managers believe also by giving their employee�s good feedback will cause the employee�s future job tasks to do down. On the other hand, negative feedback will demoralize and demean the employee and they give them a higher appraisal then they deserve (25). Failure to be honest with employees about their performance is a form of deceit that is damaging not only to the employee, but the business, and the manager (25). Managers that follow appropriate performance evaluation guidelines and feedback proceres create an environment where employees have an opportunity to correct their mistakes and grow within the business (Ethics 25).

Successful Performance Appraisers

� Managers who engage in mutual goal setting and open communication.

� Managers who establish clear, measurable expectations and provide a climate conctive to success.

� Managers who ask questions, listen carefully, and appreciate and use the ideas of others.

� Managers who publicly recognize positive performance and privately correct improper performance when it occurs.

� Managers who follow through on their commitments

Unsuccessful Performance Appraisers

� Those who establish arbitrary unilateral performance goals or standards. They may or may not communicate them to employees.

� Those who have not thought through what they expect or don�t know how to measure success, thereby creating a threatening atmosphere to work.

� Those who never seek ideas of others or listen, yet have a solution for everyone else�s problems.

� Those who spend too much time looking for things that are wrong and too little looking for things that are right.

� Those who accept substandard performance or misrepresent it in providing feedback.

� Those who do not take their commitments seriously.

In businesses, it is fundamental that managers are responsible for maintaining discipline among the employees they supervise (29). Many managers don�t discipline their employees if the action isn�t severe, which is a mistake. It�s a mistake because if the employee had previously done something that violates the business�s code of conct and wasn�t disciplined, that employee and others that know about this will think that they wont get into trouble and continue doing these wrongs. Some managers who don�t understand their roles relative to discipline, they will probably either over- or under-react (29). The word discipline means, �to teach so as to mold� (29). Unfortunately most managers don�t learn the �teaching and molding� aspects (Ethics 29).

Tips to Accentuate Positive Discipline

� Make sure your players know the standard of performance desired.

� Teach them how to attain standards.

� Encourage them as they progress in the direction desired.

� Compliment them when they attain standards and continue to reinforce positive performance periodically.

Many incentive systems have been distinguished for employees that do their jobs correctly and go above and beyond the tasks to get their jobs accomplished. Ethics comes into affect for several reasons when dealing with incentive programs. Managers may feel morally responsible to give an employee who previously won an award to give it to them again to not discourage them, even if the employee didn�t deserve the award (Ethics 31). Also, managers may give the awards to people they like personally more than others on a bias level. This not only hurts the business, in the long run other employees start to notice this and become demoralized and either their job is affected or they quit. This is not only unethical but it disrupts the business in general.

Guidelines for Ethical Administration of Reward Systems

� Managers should lay groundwork by insuring there is mutual understanding with each employee about what is expected in terms of performance

� Managers should update job descriptions as changes occur and insist that the salary grades of my employees remain appropriate to their positions.

� Managers should consistently monitor performance against expectations and give all employees appropriate feedback.

� Managers should be alert for both superior and inferior performance as related to goals and standards.

� Managers should note and communicate to others, employee efforts to develop and increase their potential.

� Managers should not let nonperformance factors like friendship, race, religion, family background, sex, or age influence their decisions.

� Managers should test their decisions to be sure they are based on facts and just not assumptions or impressions.

� Managers should make their decisions on objective data and push aside any unwillingness to help their employees face reality.

� Managers who observer other managers who are unethical in distributing awards, should resist the same impulse and do something about it explaining that in the long run it actually hurts the business.

� Managers should strive to maintain equity between employees and be prepared to justify with facts their decisions to anyone.

Not only are managers responsible for giving orders to their employees, but the are responsible for taking orders from their bosses. Some orders may not only affect employees, customers, and general public negatively, but might also be unethical (35). A manger that passes an unethical order on to their employees may not have considered the ethics on his/her own. Some managers who value ethics may have a hard time giving out the order but there are some managers that will either ignore the order or challenge it because they know its wrong (35). When challenging an order, the manager challenging the order must be aware of what could happen to him and the repercussions of doing so which may end up being his/her job. When considering whether or not to challenge an order the manager may consider unethical, the manager should try to suggest a better alternative to help him become successful and not say that the order is pointless (Ethics 36).

Ten Ethical Mistakes to Avoid

� Lying or in any way misrepresenting the facts about the activities that a manager directs.

� Blaming the manager�s boss for the manager�s personal mistakes or those of his employees.

� Divulging personal or confidential information to peers, senior managers, employees, customers, competitors, or the general public.

� Permitting, or failing to report, violation of any federal, state or municipal laws or regulations.

� Protecting substandard performers from corrective discipline or termination.

� Condoning or failing to report the theft or misuse of company property.

� Suppressing grievances and complaints.

� Covering up on-the-job accidents and failing to report health and safety hazards.

� Ignoring or violating the boss�s commitments to employees.

� Passing on employee ideas as the manager�s own.

Ethical decisions of management are what make and break a business. Because of them, people have good working environments to work in being that they are ethical. Being ethical in management means that a business will have satisfied clientele, good employees and usually a great atmosphere to work in. When a business or anyone associated with the business makes an unethical decision, it usually catches up with them in the end not only hurting themselves and the business, but those around them such as clientele or investors that are also involved in the business.

2
Ethical Behavior in Management and Business

Ethics is the term we give to our concern for good behavior. Its human nature to not only is concerned with our own personal well being, but also that of others and of human society as a whole. Basically, treat others how you would like to be treated. Business ethics is very similar to normal every day ethics. It is related in a way that it involves being fully aware of what we're doing including the complications and consequences of our actions. Being aware of ethics in business requires us to be aware of two things. First, we have to have a need with complying with rules, such as laws, customs and expectations of the community, the principles of morality and the policies of the organization and such general concerns as the needs of others and fairness. Second, we should know how the procts and services of the business, the actions of its members, could affect its employees, the community and the society as a whole, either positively or negatively (Ethics 5).

Good ethics means good business is the viewpoint of many businesses. Businesses and their managers take ethics seriously. They reason their way through ethical problems and acceptable solutions. Although there is always the reverse, where businesses give the appearance of success for long periods of time in spite of unethical practices. The news today is overloaded with stories of the fallen heroes and devastated businesses that ultimately result from deception and unethical solutions to the business's problems (5). Many managers say that they run into ethical dilemmas because they are involved in relationships with people being employees, peers, and bosses with whom they have to work with and on whom they are dependent. The problem is complicated because these people have needs that are contrary to a business's goals and competing needs.

D. 使用AMESim 模擬發表論文是否需要購買軟體

需要，否則面臨版權問題

E. 請幫忙翻譯：論文中一些未被指出但不妥的地方也做（得到）了修改.

The improper contents which are not pointed out in the paper have also been amended.

F. 《飄》英文版論文

Last week, the American Film Institute released its list of the 100 best American films of all time. Not surprisingly, Gone with the Wind placed in the Top 10 (#4, in fact). However, although this epic romantic melodrama is undoubtedly one of the most popular and beloved motion pictures ever to grace the silver screen, it is also arguably the most overrated. Gone with the Wind is a very good movie, perhaps bordering on being great, but its subject matter and running time (which is easily 60 minutes too long) argue against its status as a masterpiece. As for its high placing on the AFI's list... it isn't the only travesty on that roster, but it is one of the most obvious.

Gone with the Wind is, simply put, a tale of two halves. The movie is divided by an intermission into a pair of roughly-equal segments. The first, which is brilliant and consistently captivating, covers the time period of the Civil War, beginning shortly after the election of Abraham Lincoln, and ending ring Sherman's march through Atlanta. The post-intermission half, which dishes out the suds, picks up at the end of the Civil War and concludes about eight years later. This portion of Gone with the Wind, while still retaining a degree of appeal and narrative interest, spins its wheels frequently.

Nevertheless, viewing Gone with the Wind on television pales in comparison to seeing it projected on a motion picture screen. New Line Cinema has chosen to re-release the film (which is now in its sixth major revival) for its 59th anniversary. (Why not wait a year for the 60th?) Anyone who loves movies but has only seen this one on TV or video is heartily encouraged to visit the nearest participating venue. Theatrically, Gone with the Wind is an entirely different experience from its small-screen counterpart; some of the second-half narrative tedium is effaced by the glorious visuals. With a restored three-strip Technicolor print that preserves all of the original's deep, vibrant colors and digitally-enhanced sound, this picture has never looked or sounded better.

Gone with the Wind has one of the best-known storylines of any film, e in large part to the popularity of the source material, Margaret Mitchell's best-selling 1936 book. It's essentially a sumptuous soap opera set around Civil War times in the deep South. The main character is Scarlett O'Hara (Vivien Leigh), the spoiled, manipulative daughter of an Irish immigrant plantation owner (Thomas Mitchell, who would later play Uncle Billy in Frank Capra's It's a Wonderful Life). Scarlett has two sisters, but she is by far the most spirited of the three O'Hara girls, and her father, seeing her as his successor, teaches her lessons about the importance of the land. "It's the only thing that lasts... the only thing worth fighting for," he comments in the face of war.

Scarlett is secretly in love with Ashley Wilkes (Leslie Howard), who is about to marry the gentle, demure Melanie Hamilton (Olivia De Havilland). When Scarlett confesses her love to Ashley, he admits his feelings for her, but notes that Melanie will make a much better wife. Immediately after this meeting, Scarlett has her first encounter with the irrepressible Rhett Butler (Clark Gable), the cynical, smart hero who eventually falls in love with her. They are two headstrong likes who simultaneously repel and attract one another. When Scarlett remarks, "You, Sir, are no gentleman," Rhett's smiling, easy response is, "And you're no lady."

The bulk of the film follows a romantic quadrangle as it unfolds against the backdrop of war and reconstruction in and around Atlanta and the O'Hara plantation, Tara. Scarlett is in love with Ashley, or thinks she is, but he won't leave his wife. Melanie loves both her husband and Scarlett, who improbably becomes her best friend. Rhett is smitten with Scarlett, and she is clearly interested in him, but the real question is how long it will take for her to recognize the depth of her feelings. Ultimately, when Rhett has finally had enough, he walks out of her life after answering "Frankly, my dear, I don't give a damn" to her plaintive query about what she's supposed to do without him.

The pre-intermission portion of Gone with the Wind, which runs about 115 minutes, is glorious from both a visual and an emotional standpoint. It's a grand tale of love and loss in the midst of this country's most bitter war. Most importantly, it shows Scarlett's development from a vain, spoiled brat into a hardened, determined young woman. Her relationship with Rhett is there, but kept carefully in the background. There is sadness, humor, and a number of breathtaking shots of Scarlett silhouetted against a reddish sunset or the backdrop of Atlanta in flames. The film's most lingering image -- that of thousands of Confederate wounded paving an Atlanta street -- occurs ring this part of the movie.

The second half, with its repetitive concentration on Scarlett's back-and-forth, do-I-love-him-or-not relationship with Rhett, is less successful. This stuff is real soap opera material, and, even as well- acted and well-presented as the narrative is, there's no mistaking it for anything else. If it didn't run on for so long, it would be a lot more bearable, but Gone with the Wind threatens to wear out its welcome long before the end title appears. The problem is that the bulk of the story is really told in the first half, so there's a lot of filler in the post-intermission material.

Gone with the Wind stands as a romantic monument to the Old South -- an homage to an era and a lifestyle long gone. The opening title states: "There was a land of Cavaliers and Cotton Fields called the Old South. Here in this pretty world, Gallantry took its last bow. Here was the last ever to be seen of Knights and their Ladies Fair, of Master and of Slave. Look for it only in books, for it is no more than a dream remembered, a Civilization gone with the wind." This clearly illustrates where the film's sympathies lies, and it isn't with the often-grim plight of the slaves (in fact, slavery is largely treated as a neutral, or even benevolent, institution).

One of the tests of the lasting impact of any film is determining whether it's still effective decades after its initial release. Gone with the Wind looks so good that it is surprising to consider its actual age. It's hard to believe that many of the people involved with this film have long since died. Of course, period pieces should not be constrained by the era in which they're made, only by the one in which they're set. The storyline, while "progressive" and "modern" for the 1930s, is a little tame for the 1990s (hence the MPAA's "G" rating), but, in its three-dimensional depiction of Scarlett and Rhett, it's rarely naive. The dialogue is often brilliant, and some of the Rhett/Scarlett exchanges are particularly clever. Gone with the Wind avoids becoming hopelessly maudlin by peppering the lengthy storyline with a variety of lively and humorous sequences.

Probably as much has been written about Scarlett and Rhett as about Casablanca's Rick and Ilsa. Vivien Leigh and Clark Gable were perfectly cast in the leading roles -- she was a relative unknown who was "discovered" almost by accident after an exhaustive casting period; he was an established idol. They fit together perfectly, and, while their chemistry isn't as overwhelming as that of Bogart and Bergman, it's pretty close. As with all couples, their glances and body language say as much or more than their words, and, especially in Scarlett's case, are always more truthful. The characters are fascinating, both on their own and in their interaction with each other. Scarlett is a devious manipulator with a dangerous charm (beware her when she bats her eyelashes); Rhett sees through her at every turn, but, even as smart as he is, he can't help falling for her.

There are a number of noteworthy supporting players. The two with the most screen time (aside from Gable and Leigh) are Leslie Howard and Olivia De Havilland. Both portray low-key characters, but do it so well that we develop a deep sympathy for them and their plight. When it comes to the games of the heart engaged in by Scarlett and Rhett, Ashley and Melanie are out of their league. Another standout is Hattie McDaniel, whose brilliant Mammy (the housekeeper at Tara) steals scenes from the more prominent characters. McDaniel brings Mammy to life, and, while she's not three-dimensional, she's real. Mammy is also evidence that Gone with the Wind was capable of transcending (at least in part) the too-easy black stereotypes that were in evidence ring the 1930s.

When discussing the creative forces behind Gone with the Wind, one rarely hears the name of Victor Fleming (The Wizard of Oz), the credited director. (He was actually one of four men to helm the project.) Instead, Gone with the Wind is referred to as "a David O. Selznick Proction," because Selznick was the driving force behind the movie's development. As Procer or Executive Procer, Selznick was instrumental in making over 50 films, including titles like King Kong, A Tale of Two Cities, A Star Is Born, Rebecca, Spellbound, and The Third Man. With four directors, over a dozen uncredited screenwriters, and several cinematographers, Selznick proved to be the creative glue that held Gone with the Wind together. This was his child -- an obsession that consumed him for years.

To date, no film has sold more box-office tickets than Gone with the Wind. Domestically, the tally almost doubles that for the phenomenally-popular Titanic. Of course, when the movie was first released, it wasn't just another motion picture -- it was a spectacle, an event. Even though the habits of movie- goers have changed over the years, it's easy to see why this film provoked such an outpouring of praise and alation ring its initial release, and why its stature has grown with the passage of decades. Gone with the Wind has flaws, but it's still undeniably a classic and a legend.

G. 翁傑敏的代表論文

(選自65篇SCI 文章)
1. Chen, H.B.,Wong, J., Jiang, K. and Bao, J.S. 1990. A new method for the synthesis of a structural gene. Nucleic Acid Research 18, 871-878.
2.Wong, J., Liu, F., and Bateman. E. 1992. Isolation of genomic DNA encoding transcription factor TFIID from Acanthamoeba castellanii:: characterization of the promoter. Nucleic Acids Res. 20, 4817-4826.
3. Radebaugh, C.A., Matthews, J. L., Geiss, G. K., Liu, F.,Wong, J., Bateman, E., Camier, S., Sentenac, A. and Paule, M. R. 1994. TATA-box binding protein (TBP) is a constituent of the polymerase I-specific transcription initiation factor TIF-IB (SL1) bound to the rRNA promoter and shows differential sensitivity to TBP-directed reagents in polymerase I, II, and III transcription factors. Mol. Cell. Biol. 14, 597-605.
4.Wong, J.and Bateman, E. 1994. TBP-DNA interactions in the minor groove discriminate between A:T and T:A base pairs. Nucleic Acids Res. 22, 1890-1896.
5. Ranjan, M.,Wong, J. and Shi, Y-B. 1994. Transcriptional repression of Xenopus TR gene is mediated by a thyroid hormone response element located near the start site. J. Biol. Chem. 269, 24699-24705.
6.Wong, J., Shi, Y-B. and Wolffe, A.P. 1995. A role of nucleosome assembly in the transcriptional regulation of Xenopus TRA gene by thyroid hormone receptor. Gene & Development. 9, 2696-2711.
7.Wong, J. and Shi, Y-B. 1995. Coordinated regulation of and transcriptional activation by Xenopus thyroid hormone and retinoid X receptors. J. Biol. Chem. 270, 18479-18483.
8.Wong, J., Shi, Y-B., and Wolffe, A.P. 1997. Determinants of chromatin disruption and transcriptional regulation instigated by the thyroid hormone receptor: hormone-regulated chromatin disruption is not sufficient for transcriptional activation. EMBO J. 16(11): 3158-3171.
9.Wong, J., Li, Q., Levi, B-Z., Shi, Y-B., and Wolffe, A.P. 1997. Structural and functional features of a specific nucleosome containing a recognition element for the thyroid hormone receptor. EMBO J. 16(23): 7130-7145.
10.Wong, J., Patterton, D., Imhof, A., Guschin, D., Shi, Y-B., and Wolffe AP. 1998. Distinct requirements for chromatin assembly in transcriptional repression by thyroid hormone receptor and histone deacetylase. EMBO J. 17(2): 520-534.
12.Wong J., Liang, V.C., Sachs, L.M., and Shi, Y.B. 1998. Transcription from the thyroid hormone-dependent promoter of the Xenopus laevis thyroid hormone receptor betaA gene requires a novel upstream element and the initiator, but not a TATA Box. J Biol Chem 273:14186-93.
13. Xue, Y.,Wong, J., Moreno, G.T., Young, M.A., Cote, J., and Wang, W. 1998. NURD, a novel complex with both ATP-dependent chromatin-remodeling and histone deacetylase activities. Molecular Cell 2: 851-861.
14. Lanz, R. B., Mckenna, N.J., Onate, S.A., Albrecht, U.,Wong, J., Tsai, S.Y., Tsai, M-J. and O』Malley B.W. 1999. A steroid receptor coactivator, SRA, functions as an RNA and is present in an SRC-1 complex. Cell 97: 17-27.
15. Liu, Z.,Wong, J., Tsai, S.Y., Tsai, M-J and O』Malley B.W. 1999. Steroid receptor coactivator-1 (SRC-1) enhances ligand-dependent and receptor-dependent cell free transcription of chromatin. PNAS 96: 9485-9490.
16. Li, J., O』Malley B.W andWong J. 2000. p300 requires its HAT activity and SRC-1 interaction motif to facilitate TR activation in chromatin. Mol. Cell. Biol. 20: 2031-2042.
17. Li, J,. Wang, J; Wang, J; Nawaz, Z; Liu, J., Jun, Q., andWong, J. 2000. Both corepressor proteins SMRT and N-CoR exist in large protein complexes containing HDAC3. EMBO J. 19(16): 4342-4350.
18. Wang, H., Huang, Z., Xia, L., Feng, Q., Erdjument-Bromage, H., Strahl, BD., Briggs, SD., Allis, CD.,Wong, J., Tempst, p and Zhang, Y. 2001. Methylation of Histone H4 at Arginine 3 Facilitates Transcriptional Activation by Nuclear Hormone Receptor. Science 293: 853-857.
19. Liu, Z.,Wong, J., Tsai, S.Y., Tsai, M-J and O』Malley B.W. 2001. Sequential recruitment of steroid receptor coactivator-1 (SRC-1) and p300 enhances progesterone receptor-dependent initiation and reinitiation of transcription from chromatin. PNAS 98: 12426-12431.
20. Huang, Z., Li, J. andWong, J. 2002. Androgen receptor possesses an intrinsic-hormone-independent trans-activation activity. Molecular Endocrinology. 16: 924-937.
21. Liu Z, Auboeuf D,Wong J, Chen JD, Tsai SY, Tsai MJ, O''Malley BW. 2002. Coactivator/corepressor ratios molate PR-mediated transcription by the selective receptor molator RU486. Proc Natl Acad Sci U S A. 99(12):7940-4.
22. Li, J; Lin, Q; Wade, P., Wang, W andWong, J. 2002. Specific targeting and constitutive association of histone deacetylase complexes ring transcriptional repression. Genes & Development 16: 687-692.
24. Li, J., Lin, Q., Yoon, H-G., Huang, Z., Strahl, B.D., Allis, C.D., andWong, J.2002. The involvement of multiple histone methylation in transcriptional regulation by thyroid hormone receptor. Mol Cell Biol 22 (16): 5688-5697.
25.Wong J. 2002. Transcriptional regulation by thyroid hormone receptor in chromatin. Thyroid hormone receptors: Methods in Molecular Biology edited by Aria Baniahmad, p177-194.
26. Osborne CK, Bardou V, Hopp TA, Chamness GC, Hilsenbeck SG, Fuqua SA,Wong J, Schiff R, Allred DC and Clark GM. 2003. Overexpression of the Estrogen Receptor Coactivator AIB1 (SRC3) and the HER-2/neu Oncogene are Both Necessary for the Tamoxifen-Resistance in ER-Positive Primary Breast Cancers. J Natl Cancer Insti. 95(5):353-61.
27. Yoon HG, Chan DW, Huang ZQ, Li J, Fondell JD, Qin J andWong J. 2003. Purification and Functional Characterization of the Human N-CoR Complex: the Roles of HDAC3 and two WD-40 Repeat Subunits TBL1 and TBLR1. EMBO J 22(6):1336-1346.
28. Huang ZQ, Li J, Sachs LM, Cole PA andWong J. 2003. A Role for Cofactor-Cofactor and Cofactor-Histone Interaction in Targeting of CBP/p300, SWI/SNF and Mediator for transcription. EMBO J 22(9):2146-2155.
29. Yoon HG, Chan DW, Reynolds AB, Qin J andWongJ. 2003. Kaiso targets the N-CoR corepressor complex for DNA methylation mediated repression. Molecular Cell 12, 723-734.
30. Paul R. Thompson, Dongxia Wang, Ling Wang, Marcella Fulco, Natalia Pediconi, DianZheng Zhang, Woojin An, Qingyuan Ge, Robert G. Roeder,Wong J, Massimo Levrero, Vittorio Sartorelli, Robert J. Cotter, Philip A. Cole. 2004. Regulation of the p300 HAT Domain via a Novel Activation Loop. Nature Structural and Molecular Biology. 11(4): 308-15.
31. Wu RC, Qin J, Yi P,Wong J,Tsai SY, Tsai MJ, O''Malley BW. 2004. Selective Phosphorylations of the SRC-3/AIB1 Coactivator Integrate Genomic Reponses to Multiple Cellular Signaling Pathways. Molecular Cell.15(6):937-49.
32. Yoon HG, Choi Y, Cole PA andWong J. 2005 Reading and Function of a histone code involved in targeting corepressor complexes for repression. Mol Cell Biol;25(1):324-335.
33. Stewart MD, Li J andWong J. 2005 Relationship between H3 lysine 9 methylation, transcription repression and heterochromatin protein 1 recruitment. Mol Cell Biol;25(7):2525-38.
34. Zhang D, Yoon HG andWong J. 2005. JMJD2A is a novel N-CoR-interacting protein and is involved in repression of the human transcription factor achaete scute-like homologue 2 (ASCL2/Hash2). Mol Cell Biol;25(15):6404-14.
35. Burd CJ, Petre CE, Morey LM, Wang Y, Revelo MP, Haiman CA, Lu S, Fenoglio-Preiser CM, Li J, Knudsen ES,Wong Jand Knudsen KE. 2006 Cyclin D1b variant influences prostate cancer growth through aberrant androgen receptor regulation. Proc Natl Acad Sci U S A; 103:2190-5.
36. Yoon, H. G., andWong J. 2006. The corepressors silencing mediator of retinoid and thyroid hormone receptor and nuclear receptor corepressor are involved in agonist- and antagonist-regulated transcription by androgen receptor. Mol Endocrinol 20:1048-60.
37. Stewart D, Tomita A, Shi YB,Wong J. 2006. Chromatin immunoprecipitation for studying transcriptional regulation in Xenopus oocytes and tadpoles. Methods Mol Biol. 322:165-81.
38. Klose, R. Yamane JK, Bae Y, Zhang D, Erdjument-Bromage H, Tempst P,Wong Jand Zhang Y. 2006. The transcriptional repressor JHDM3A demethylates trimethyl histone H3 lysine 9 and lysine 36. Nature 442:312-316.
39. Li, J., Fu J, Toumazou C, Yoon HG, andWong J. 2006. A role of the amino-terminal (N) and carboxyl-terminal (C) interaction in binding of androgen receptor to chromatin. Mol Endocrinol 20:776-85.
40. Yamane, K., Toumazou C, Tsukada YI, Erdjument-Bromage H, Tempst P,Wong Jand Zhang Y. 2006. JHDM2A, a JmjC-Containing H3K9 Demethylase, Facilitates Transcription Activation by Androgen Receptor. Cell 125:483-95.
41. Stewart, M. D., J. Sommerville, andJ. Wong. 2006. Dynamic regulation of histone modifications in Xenopus oocytes through histone exchange. Mol Cell Biol 26:6890-901.
42. Fu, J., Yoon, HG., Qin, J. andWong J. 2007. Regulation of P-TEFb Elongation Complex Activity by CDK9 Acetylation. Mol Cell Biol. 27(13):4641-51.
榮譽
1997 National Research Service Award.
1996 Excellent Poster Award in Gordon Research Conference on Hormone Action
1997 The 1997 NIH Excellent Research Award.
1997 Excellent Poster Award in Gordon Research Conference on Hormone Action
2001 The 2001 Richard E. Weitzman Memorial Award from Endocrine Society
2004 2004 MCB Research Excellence Award.