l-ucon: towards layered access control with ucon

IEEE; IEEE Computer Society; IEEE Technical Committee on Scalable Computing (TCSC)

黄土丘陵区纸坊沟流域近70年农业生态安全评价

在国内外已有研究的基础上,结合黄土丘陵区纸坊沟流域近70a来农业生态经济系统演变过程,参考PSR模型,从生态环境、社会经济和综合功能3方面构建黄土丘陵区流域农业生态安全评价指标体系,基于层次分析法赋权的综合指数评价方法,对纸坊沟流域1938～2005年农业生态安全状况进行评价。结果表明:该流域农业生态安全状况发生了先降后升的变化,1938年处于较安全状况,1958年为极不安全状况,1975年和1985年都处于较不安全状况,1995年处于临界安全状况,2005年属于较安全状况。评价结果表明纸坊沟流域还需要进一步优化农业系统结构,实现农业生态安全。

域间授权互操作研究综述

分布式系统安全是多域协作场景下的重要研究领域,近年来得到大力发展.在大多数实际的多域协作过程中,无论开发者还是管理者都不想完全摈弃已有的权限管理和访问控制体系,希望在授权开放性和系统改造代价间保持平衡和兼顾.域间授权互操作正是在这一背景下逐渐成为该领域具有代表性的研究方法.着力对域间互操作理论和技术的整体进展与演化进行细致梳理与剖析,从多维视角下对其进行归类比较,例如:根据域间协作架构划分,可分为松耦合协作模式和联邦式协作模式;根据安全检测实施方式划分,可分为基于协调中心的检测模式和无协调中心模式;根据互操作建模方式划分,主要包括基于管理行为的预前建立模式和基于请求驱动的实时建立模式;根据建立互操作采用的辅助技术划分,主要涉及基于信任、基于风险和基于语义等;根据策略整合所处的层面划分,可分为面向授权管理的策略集成和面向资源聚合的策略集成.针对若干典型方案,阐述其基本原理、适用场景,对技术特点和局限性给出较为深入的对比分析,在大量现有研究工作的基础上综述授权互操作发展的基本特点,归结展望了今后可能的研究趋势.

国有企业管理者裁员决策特征及其对留岗者心理影响的研究

In China, orgnizational change and downsizing are the primary topics studied in I/O psychology and Human Resource Management. Due to the great need in reality, both theorists and practitioners raised the same questions: Does downsizing increase the organizational performance? What is the relationship between organizational downsizing strategies and survivors' psychological reations? Which factors influence managers' downsizing decision-making most? How can managers manage the process successfully? The purpose of this study is trying to answer these questions, and then to establish the downsizing decision-making model of China's SOE (State owned enterprise) managers. The hypothetical model of SOE managers' downsizing decision-making was put forward, based on a tremendous amount of literature on downsizing decision-making, especially on the downsizing decision-making model built by B. Shaw, and also based on the results of the interviews conducted to the SOE managers who have the downsizing decision-making experiences. In order to test and verify the model, 322 SOE managers were investigated by a questionnaire study. And the statistic results supported the hypothetical downsizing decision-making model. Further, 259 survivors (those who are still working in the SOEs) from 7 downsized SOEs and 1 non-downsizing SOE, were also investigated by a questionnaire study. The statistic results also supported the hypothetical downsizing decision-making model. A subsequent case study was performed upon one downsized SOE; and a deliberate focus group interview study within 6 SOE mangers from another downsized SOE was also conducted. Both fundings from the two studies surported the hypothetical model again. Thus, China's SOE managers' downsizing decision-making model was established. This China's SOE managers' downsizing decision-making model suggests the following: Firstly, the characteristics of managers'downsizing decision-making were the center of the model. Those characteristics displayed during the process of the downsizing decision planning, the participation of downsizing decision-making and the communication concerning downsizing events, were influenced by managers' sense of crisis, controlling factors out of the organization and the managing experience within it. Especially, the latter two factors were more important. Secondly, in downsizing decision-making problems, the perceived crisis of China's SOE managers was mainly influenced by the outer factors, esp. the controlling factors from the government or the high authorities, but not by the inner factors including manufacturing management, HRM skills and organizational competition strategies. Thirdly, survivors'psychological reactions (including job satisfaction, job motivation, team working cooperation, etc) were mainly influenced by the characteristics of the managers' downsizing decision-making, at the same time, also by the outer factors (including controlling and social security factors) and the inner factors (including competition strategy and HRM skills). Finally, according to the model and the results from this study, the conclusions were reached in the followings: The stronger the controlling effort upon the SOE managers, the worse the effect displayed during the downsizing process. And in order to improve the effect and quality of downsizing decision-making, SOE managers need a lot of training to ameliorate their competencies such as competition strategies and HRM skills.