Ne videt, ne znat – det direkta objektets kasus vid två negerade ryska verb

This essay examines the case of the direct object in Russian sentences with the negated verbs не видеть and не знать. For each verb, 50 contexts were downloaded from the newspaper corpus of the Russian National Corpus and analysed with respect to the semantic properties of the direct object and the negated verb. The theories and concepts used for the analysis have been outlined in Padutjeva, 2006. The analysis of не видеть suggests that the main difference between the genitive and the ac-cusative case is to be found in the notion of non-existence or absence implicated by the verb’s semantics. In utterances with не видеть as a predicate, this notion is always present and is expressed by the genitive case. The speaker may also choose to ignore it by using the accusa-tive and thus emphasize some other aspect of the described situation. The examined properties of reference, definiteness and denotative status of the direct object seem to play a secondary role for how case is used. Their influence is to delimit the meaning of the objective genitive to either non-existence or absence. No similar conclusions could be drawn from the examination of не знать. The reason for this is that the concept of private sphere, used by Padutjeva to explain the use of objective geni-tive with this verb, could not be properly established during the analysis. Just as the notion of absence is crucial for the understanding of the objective genitive when it occurs with не видеть, the concept private sphere seems to be the key to understand it when it occurs with не знать.

Just which Reality do you Mean? Users' Experiences of Virtual Spaces

Virtual Reality is a relatively new technology in the relatively young field of computer science. The design of Virtual Reality has only recently come into discussion, as well as the implications for this sort of design. I hope to determine how a user can work most efficiently and accurately in a Virtual World. By studying this, I hope to help in the standardization of Virtual Reality design.

Bringing Japanese manufacturing systems to America: the feasibility of implementing just-in-time production in the United States

This paper addresses the feasibility of implementing Japanese manufacturing systems in the United States. The recent success of Japanese transplant companies suggests that Just-In-Time (JIT) production is possible within America's industrial environment. Once American workers receive proper training, they have little difficulty participating in rapid setup procedures and utilizing the kanban system. Japanese transplants are gradually developing Japanese-style relationships with their American supplier companies by initiating long-term, mutually beneficial agreements. They are also finding ways to cope with America's problem of distance, which is steadily decreasing as an obstacle to JIT delivery. American companies, however, encounter Significant problems in trying to convert traditionally organized, factories to the JIT system. This paper demonstrates that it is both feasible and beneficial for American manufacturers to implement JIT production techniques. Many of the difficulties manufacturers experience center around a general lack of information about JIT. Once a company realizes its potential for setup-time reduction, a prerequisite for the JIT system, workers and managers can work together to create a new process for handling equipment changeover. Significant results are possible with minimal investment. Also, supervisors often do not realize that the JIT method of ordering goods from suppliers is compatible with current systems. This "kanban system" not only enhances current systems but also reduces the amount of paperwork and scheduling involved. When arranging JlT delivery of supplier goods, American manufacturers tend to overlook important aspects of JIT supplier management. However, by making long-tenn commitments, initiating the open exchange of information, assisting suppliers in reaching new standards of performance, increasing the level of conununication, and relying more on suppliers' engineering capabilities, even American manufacturers can develop Japanese-style supplier relationships that enhance the effectiveness of the system.