China has made some progress in controlling PM2.5 (particulate matter with an aerodynamic diameter of ≤2.5 μm) pollution, but there are still some key areas that need further strengthening. Considering that excessive prevention and control efforts affect economic development, this paper combined an empirical orthogonal function, a continuous wavelet transform, and a concentration-weighted trajectory method to study joint regional governance during key pollution periods to provide suggestions for the efficient control of PM2.5. The results from our panel of data of PM2.5 in China from 2016 to 2018 could be decomposed into two modes. In the first mode, the pollution center was in central Shaanxi Province, and the main eruption period was from November to January of the following year. As the center of this region, Xi’an should cooperate with the four cities in eastern Sichuan (Nanchong, Guangan, Bazhong, and Dazhou) to control PM2.5, since the eruption occurred in this area. Moreover, governance should last for at least two cycles, where one cycle is at least 23 days. The pollution center of the second mode was in the western part of Xinjiang. Therefore, after the prevention and control efforts during the first mode are completed, the regional city of Kashgar should continue to build a joint governance zone for PM2.5 along the Tianshan mountains in the east, focusing on prevention and control over two cycles (where one cycle is 28 days).
Hydrogen energy is a clean, zero-carbon, long-term storage, flexible and efficient secondary energy. Accelerating the development of the hydrogen energy industry is a strategic choice to cope with global climate change, achieve the goal of carbon neutrality, and realize high-quality economic and social development. This study aimed to analyze the economic impact of introducing value-added services to the hydrogen energy market on hydrogen energy suppliers. Considering the network effect of value-added services, this study used a two-stage game model to quantitatively analyze the revenue of hydrogen energy suppliers under different scenarios and provided the optimal decision. The results revealed that (1) the revenue of a hydrogen energy supplier increases only if the intrinsic value of value-added services exceeds a certain threshold; (2) the revenue of hydrogen energy suppliers is influenced by a combination of four key factors: the intrinsic value of value-added services, network effects, user scale, and the sales strategies of rivals; (3) the model developed in this paper can provide optimal decisions for hydrogen energy suppliers to improve their economic efficiency and bring more economic investment to hydrogen energy market in the future.
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