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This review paper investigates and presents generalized answers to the two basic questions of port governance, namely how to govern and for what purpose. The study is based on a total sample of 118 studies on port governance. The results from the analysis of these studies show that port devolution and port re-centralization are the main governance tools at the institutional level. At the strategical level, the main governance tools are port co-opetition, port regionalization, port integration, stakeholder management strategy, and corporate governance. While at the managerial level, the main governance tools are port pricing, port concession, port user/ customer relationship management, monitoring and measuring, regulatory control, port security management, and information and communication technologies. The institutional governance tools are generally used by governmental organizations to set the fundamental regulative rules for the port governance system, while strategical tools are applied by port organizations in gaining competitive advantages and increasing market share in the long term. Managerial tools are related to the port business operations and management. Furthermore, The study clearly shows that the main objective of port governance is the improvement of port efficiency and port effectiveness. However, the choice of efficiency-oriented or effectiveness-oriented configuration is largely determined by the port organization's external operating environment, strategies and structures.

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Over the years many shipping lines have established terminal operation companies, with some set up as independent firms. However, port authorities and local governments have not always welcomed external investment and control with open arms. The economic implications and each stakeholder's best strategies remain unclear. This study develops an analytical model in order to study the effects of vertical integration, with a focus on shipping lines' investment in ports' capacity. Modelling results suggest that vertical integration between terminal operator and a shipping line leads to higher port capacity, port charge, market output and consumer surplus. It also reduces delay costs. All these results suggest that vertical integration can be an important source of synergy for the maritime industry. Although vertical integration increases the participating carrier's output at the expenses of non-integrating rival shipping firms, the overall social welfare is still improved, which is indicated through the numerical analysis. Therefore, port authorities and government regulators should carefully review the market competition status as well as port expansion plans.

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Reactions of lithium halide (LiX, X = F, Cl, Br and I) and methyl halide (CH₃X, X = F, Cl, Br and I) have been investigated at the B3LYP/6-31G(d) level of theory using the microhydration model. Beginning with hydrated lithium ion, four or two water molecules have been conveniently introduced to these aqueous-phase halogen-exchange S(N)2 reactions. These water molecules coordinated with the center metal lithium ion, and also interacted with entering and leaving halogen anion via hydrogen bond in complexes and transition state, which to some extent compensated hydration of halogen anion. At 298 K the reaction profiles all involve central barriers ΔE ( cent ) which are found to decrease in the order F > Cl > Br > I. The same trend is also found for the overall barriers (ΔE(ovr)) of the title reaction. In the S(N)2 reaction of sodium iodide and methyl iodide, the activation energy agrees well with the aqueous conductometric investigation.

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