Weierstrass Points with First Non-Gap Four on a Double Covering of a Hyperelliptic Curve

2000 Mathematics Subject Classification: Primary 14H55; Secondary 14H30, 14H40, 20M14.

Corrigendum for "Weierstrass Points with first Non-Gap four on a Double Covering of a Hyperelliptic Curve"

In the proof of Lemma 3.1 in [1] we need to show that we may take the two points p and q with p ≠ q such that p+q+(b-2)g21(C′)∼2(q1+… +qb-1) where q1,…,qb-1 are points of C′, but in the paper [1] we did not show that p ≠ q. Moreover, we hadn't been able to prove this using the method of our paper [1]. So we must add some more assumption to Lemma 3.1 and rewrite the statements of our paper after Lemma 3.1. The following is the correct version of Lemma 3.1 in [1] with its proof.

Weierstrass Points with First Non-Gap Four on a Double Covering of a Hyperelliptic Curve II

2000 Mathematics Subject Classification: Primary 14H55; Secondary 14H30, 14J26.

Protection issue discussion of DC network development:circuit breaker or fault-tolerant converter

This paper provides a discussion on future direct current (DC) network development in terms of system protection under DC-side fault scenarios. The argument between appropriate DC circuit breaker and new DC fault-tolerant converters is discussed after a review on DC technology development and bottleneck issues that require proper solutions. The overcurrent/cost curve of power-electronic DC circuit breakers (CB) superimposed to voltage-source converter (VSC) systems is derived and compared with other possible fault-tolerant power conversion options. This in-advance planning of protection capability is essential for the future development of DC networks.

Is more capability always beneficial for firm performance? Market orientation, core business process capabilities, and business environment

This study examines the role of capabilities in core marketing-related business processes–product development management (PDM), supply chain management (SCM) and customer relationship management (CRM)–in translating a firm’s market orientation (MO) into firm performance. The study is the first to examine the interplay of all three business process capabilities simultaneously, while investigating how environmental conditions moderate their performance effects. A moderated mediation analysis of 468 product-focused firms finds that PDM and CRM process capabilities play important mediating roles, whereas SCM process capability does not mediate the relationship between MO and performance. However, the relative importance of the capabilities as mediators varies along the degree of environmental turbulence, and under certain conditions, an increase in the level of business process capability may even turn detrimental.

Development of a technological innovation capability assessment model:a case study of manufacturing SMEs in Sialkot, Pakistan

Small and Medium Enterprises (SMEs) play an important part in the economy of any country. Initially, a flat management hierarchy, quick response to market changes and cost competitiveness were seen as the competitive characteristics of an SME. Recently, in developed economies, technological capabilities (TCs) management- managing existing and developing or assimilating new technological capabilities for continuous process and product innovations, has become important for both large organisations and SMEs to achieve sustained competitiveness. Therefore, various technological innovation capability (TIC) models have been developed at firm level to assess firms‘ innovation capability level. These models output help policy makers and firm managers to devise policies for deepening a firm‘s technical knowledge generation, acquisition and exploitation capabilities for sustained technological competitive edge. However, in developing countries TCs management is more of TCs upgrading: acquisitions of TCs from abroad, and then assimilating, innovating and exploiting them. Most of the TIC models for developing countries delineate the level of TIC required as firms move from the acquisition to innovative level. However, these models do not provide tools for assessing the existing level of TIC of a firm and various factors affecting TIC, to help practical interventions for TCs upgrading of firms for improved or new processes and products. Recently, the Government of Pakistan (GOP) has realised the importance of TCs upgrading in SMEs-especially export-oriented, for their sustained competitiveness. The GOP has launched various initiatives with local and foreign assistance to identify ways and means of upgrading local SMEs capabilities. This research targets this gap and developed a TICs assessment model for identifying the existing level of TIC of manufacturing SMEs existing in clusters in Sialkot, Pakistan. SME executives in three different export-oriented clusters at Sialkot were interviewed to analyse technological capabilities development initiatives (CDIs) taken by them to develop and upgrade their firms‘ TCs. Data analysed at CDI, firm, cluster and cross-cluster level first helped classify interviewed firms as leader, follower and reactor, with leader firms claiming to introduce mostly new CDIs to their cluster. Second, the data analysis displayed that mostly interviewed leader firms exhibited ‗learning by interacting‘ and ‗learning by training‘ capabilities for expertise acquisition from customers and international consultants. However, these leader firms did not show much evidence of learning by using, reverse engineering and R&D capabilities, which according to the extant literature are necessary for upgrading existing TIC level and thus TCs of firm for better value-added processes and products. The research results are supported by extant literature on Sialkot clusters. Thus, in sum, a TIC assessment model was developed in this research which qualitatively identified interviewed firms‘ TIC levels, the factors affecting them, and is validated by existing literature on interviewed Sialkot clusters. Further, the research gives policy level recommendations for TIC and thus TCs upgrading at firm and cluster level for targeting better value-added markets.

Vállalati versenyképesség – a vevői érték és a képességalapú megközelítés összekapcsolása (Competitiveness of firms – combining the customer value and the capability based approach)

A cikk központi kérdése a vállalati versenyképesség. Két meghatározó menedzsmentmegközelítés – a vevői érték és az erőforrás-, képességalapú stratégiai menedzsment – fogalmi rendszerére, illetve koncepcióira alapozva a szerzők kialakítottak és a "Versenyben a világgal 2004–2006 – gazdasági versenyképességünk vállalati nézőpontból" című kutatás adatbázisát használva teszteltek egy a vállalati versenyképesség belső struktúrájára rávilágító elméleti modellt. A modell empirikus tesztelésének eredménye szerint a kialakított koncepció a vállalati versenyképesség elemzésének hasznos eszköze, mely alkalmas arra, hogy a vizsgált vállalatok esetében igazolja, vagy éppen megcáfolja a meghatározott, ún. összehangolt kompetenciák meglétét. ________The main issue of this article is the competitiveness of firms. Based on conceptual system and concepts of two determinant management approaches – the customer value and the resource and capability based strategic management – the authors have developed and tested a theoretical model of the inside structure of the competitiveness of firms using the database of Competing with the World 2004-2006 – the competitiveness of the Hungarian economy from enterprise point of view. According to the result of the empiric test of the model the developed concept has been a profitable tool of the analysis of the enterprise competitiveness and it has been suited for confirming or confuting determinated so called aligned competencies being in the case of examined firms.

Miként befolyásolják a stratégiai gondolkodásmódok a vállalat innovativitását? (How can strategic mindsets influence innovative capability of the firm?)

A stratégiai gondolkodásmód a szervezetben működő egyének olyan kognitív sémáinak összessége, melyek alapjaiban befolyásolják a szervezet üzleti lehetőségeivel kapcsolatos feltevéseiket, valamint ezáltal a vállalati stratégiát és innovációt. Jelen tanulmány egy koncepcióalkotó munka, mely négy alapvető stratégiai gondolkodásmódot azonosít, amelyek mindegyike sajátos módon kapcsolódik az innovációhoz. Későbbi empirikus vizsgálathoz kapcsolódóan három feltevést azonosít, melyek a következőek: 1. Minél dinamikusabb a vállalat stratégiai gondolkodásmódja, annál radikálisabb innovációs kezdeményezéseket támogat. 2. Időben a vállalatok (a stabilitásra való törekvésük miatt) a statikusabb stratégiai gondolkodásmód felé mozdulnak el. 3. Minél konzisztensebb a vállalat stratégiai gondolkodásmódja, annál nagyobb mértékben kerül megvalósításra a tervezett stratégia. _____ Strategic mindset is the sum of those cognitive patterns of a group of individuals in an organization which fundamentally influence their assumptions about business opportunities. Four types of strategic mindsets can be distinguished which fundamentally influence the strategy and innovation capability of the firm. This paper is a conceptual framework which describes three assumptions such as 1. the more dynamic strategic mindset results the more radical innovation strategy; 2. in time strategic mindsets become more static; and 3. the more consistent strategic mindsets inside the firm, the greater possibility of the intended strategy is implemented. By this way it is a first step of a future research examining why start-up companies can lose their innovation capability and why large firms can keep it?

Individual decision-making by top executives as a valuable resource for strategic management – A resource-based view and dynamic capability approach

Strategy is highly important for organisational success and the achievement of competitive advantage. Strategy is dynamic and it depends on accurate individual decision-making from medium and high-level managers and executives. Since managers always formulate strategy, its formulation depends mostly on their assertive decisions. Making good decisions is a complex task, even more in today’s business world where a large quantity of information and a dynamic environment forces people to decide without having complete information. As Shafir, Simonson, & Tversky (1993) point out, "the making of decisions, both big and small, is often difficult because of uncertainty and conflict". In this paper the author will explain a basic theoretical framework about top manager's individual decision-making, showing how complex the process of making high-impact decisions is; then, he will compare this theory with one of the most important streams in strategic management, the Resource-Based View (RBV) of the firm. Finally, within the context of individual decision-making and the RBV stream, the author will show how individual decision makers in top management positions constitute a valuable, rare, non-imitable and non-substitutable resource that provides sustained competitive advantage.

Principal component and second generation wavelet analysis of Treasury yield curve evolution

Prices of U.S. Treasury securities vary over time and across maturities. When the market in Treasurys is sufficiently complete and frictionless, these prices may be modeled by a function time and maturity. A cross-section of this function for time held fixed is called the yield curve; the aggregate of these sections is the evolution of the yield curve. This dissertation studies aspects of this evolution. ^ There are two complementary approaches to the study of yield curve evolution here. The first is principal components analysis; the second is wavelet analysis. In both approaches both the time and maturity variables are discretized. In principal components analysis the vectors of yield curve shifts are viewed as observations of a multivariate normal distribution. The resulting covariance matrix is diagonalized; the resulting eigenvalues and eigenvectors (the principal components) are used to draw inferences about the yield curve evolution. ^ In wavelet analysis, the vectors of shifts are resolved into hierarchies of localized fundamental shifts (wavelets) that leave specified global properties invariant (average change and duration change). The hierarchies relate to the degree of localization with movements restricted to a single maturity at the base and general movements at the apex. Second generation wavelet techniques allow better adaptation of the model to economic observables. Statistically, the wavelet approach is inherently nonparametric while the wavelets themselves are better adapted to describing a complete market. ^ Principal components analysis provides information on the dimension of the yield curve process. While there is no clear demarkation between operative factors and noise, the top six principal components pick up 99% of total interest rate variation 95% of the time. An economically justified basis of this process is hard to find; for example a simple linear model will not suffice for the first principal component and the shape of this component is nonstationary. ^ Wavelet analysis works more directly with yield curve observations than principal components analysis. In fact the complete process from bond data to multiresolution is presented, including the dedicated Perl programs and the details of the portfolio metrics and specially adapted wavelet construction. The result is more robust statistics which provide balance to the more fragile principal components analysis. ^

A capability maturity model to assess supply chain performance

In an overcapacity world, where the customers can choose from many similar products to satisfy their needs, enterprises are looking for new approaches and tools that can help them not only to maintain, but also to increase their competitive edge. Innovation, flexibility, quality, and service excellence are required to, at the very least, survive the on-going transition that industry is experiencing from mass production to mass customization. In order to help these enterprises, this research develops a Supply Chain Capability Maturity Model named S(CM)2. The Supply Chain Capability Maturity Model is intended to model, analyze, and improve the supply chain management operations of an enterprise. The Supply Chain Capability Maturity Model provides a clear roadmap for enterprise improvement, covering multiple views and abstraction levels of the supply chain, and provides tools to aid the firm in making improvements. The principal research tool applied is the Delphi method, which systematically gathered the knowledge and experience of eighty eight experts in Mexico. The model is validated using a case study and interviews with experts in supply chain management. The resulting contribution is a holistic model of the supply chain integrating multiple perspectives, and providing a systematic procedure for the improvement of a company’s supply chain operations.

Global Learning and the Human Capability Approach: Florida International University Case Study

This case study traced the process in which Florida International University engaged to determine what students want and need from their undergraduate education. Using grounded theory, the authors discovered that the process was reflective of the human capability approach in the development of its global learning student learning outcomes.

Luoghi geometrici e curve celebri

Scopo di questo elaborato è affrontare lo studio di luoghi geometrici piani partendo dagli esempi più semplici che gli studenti incontrano nel loro percorso scolastico, per poi passare a studiare alcune curve celebri che sono definite come luoghi geometrici. Le curve nell'elaborato vengono disegnate con l'ausilio di Geogebra, con il quale sono state preparate delle animazioni da mostrare agli studenti. Di alcuni luoghi si forniscono dapprima le equazioni parametriche e successivamente, attraverso il teorema di eliminazione e il software Singular, viene ricavata l'equazione cartesiana.