A wideband array antenna with beam-steering capability using real valued weights

This article presents an array antenna with beam-steering capability in azimuth over a wide frequency band using real-valued weighting coefficients that can be realized in practice by amplifiers or attenuators. The described beamforming scheme relies on a 2D (instead of 1D) array structure in order to make sure that there are enough degrees of freedom to realize a given radiation pattern in both the angular and frequency domains. In the presented approach, weights are determined using an inverse discrete Fourier transform (IDFT) technique by neglecting the mutual coupling between array elements. Because of the presence of mutual coupling, the actual array produces a radiation pattern with increased side-lobe levels. In order to counter this effect, the design aims to realize the initial radiation pattern with a lower side-lobe level. This strategy is demonstrated in the design example of 4 X 4 element array. (C) 2005 Wiley Periodicals. Inc.

A planar UWB antenna with signal rejection capability in the 4-6 GHz band

The design of a compact planar antenna featuring ultra wideband performance and simultaneous signal rejection in the 4-6 GHz band, assigned for IEEE802.11a and HIPERLAN/2, is presented. The design is demonstrated assuming RT6010LM substrate with a relative dielectric constant of 10.2 and thickness of 0.64 mm. The presented results show that the designed antenna of 27 mm * 20 mm dimensions has a bandwidth from 2.7 GHz to more than 10 GHz excluding the rejection band. The antenna features near omnidirectional characteristics and good radiation efficiency.

Managing knowledge in tourism planning: How to assess your capability

This paper explores the theme of strategic planning in a State Tourism Organization (STO) from a knowledge management perspective. It highlights the value of knowledge in strategy making and the importance of an organisation's knowledge management agenda in facilitating a strategic planning process. In particular, it considers the capability of an STO to implement knowledge management as the key to a successful strategic planning exercise. In order to develop greater insight into the factors that impact on planning competence, the key aim of this paper is to develop a framework on which the capability of a STO to implement a knowledge-based agenda in strategic planning can be assessed. Research on knowledge management in the field of tourism is limited and there is little practical account of the application of knowledge management principles in tourism planning. Further, there is no apparent tool or instrument that allows for the assessment of an STO's capability to implement knowledge management in planning initiatives. Based on a literature review, a three-point framework of assessment is developed. The three elements of the framework are identified as: 1. Integration of knowledge management objectives with strategic imperatives; 2. A planning approach that balances top-down (outcome focused) with bottom-up (process focused) planning processes; and 3. Organisational capacity, including leadership, people and culture, process, technology, content and continuous improvement. The framework is tested through application to a practical case study - a planning initiative undertaken by a leading tourism STO in Australia. The results demonstrate that the framework is a useful means to evaluate organisational capability in knowledge-led strategic planning exercises and would be of practical value as a point of reference for future knowledge- based strategic planning projects. Copyright © by The Haworth Press, Inc. All rights reserved.

Examining the role of networking capability in small and medium firm internationalization

While research on SME internationalization has increased, there remains a lack of relevant theory on the SME internationalization process. The literature reports that small firms overcome their resource poverty-based constraints to internationalization by developing network relationships. Networking enables SMEs to acquire much needed internationalization process knowledge, and knowledge for the development of innovative products and services for this internationalization. However, networking activity has not yet been conceptualized and measured as a competitive capability in internationalization research. Drawing on the capability-based theory of competitive strategy, this paper conjectures that internationally entrepreneurial SMEs build and nurture distinctive networking capabilities, enabling them to acquire new knowledge. These learning capabilities enable them to pursue innovation thereby facilitating nternationalization. Data from Australian firms largely supports the conceptual framework. Implications for theory and practice are presented.