• The Journal of the Acoustical Society of Korea
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• v.28 no.6
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• pp.548-556
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• 2009

This paper proposes an efficient speaker array system to spotlight a sound into a target position in a reverberant environment. The proposed method introduces a criterion of maximizing the energy of system response from each channel to the target position. Simulation results with a sixteen channel speaker array system prove that the performance of the proposed method improves that of the conventional method that uses a broadband beamformer in a reverberant environment.

• Proceedings of the Korean Society for Technology of Plasticity Conference
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• 2001.10a
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• pp.281-284
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• 2001

MMC was developed that had distinguished mechanical properties and light weighted. MMC has excellent mechanical properties in many ways in automotive industrial, and get into the spotlight as a light materials substituted for iron and steel. But the know-how about MMC research lack, MMC is expensive and difficult to apply the sound parts. Especially it is difficult to produce the hollow type parts composed with MMC. Therefore, hollow type parts of metal matrix composites by thixoforging process which as co-existing solidus-liquidus phase, it is very important to obtain forming condition. In this study, used materials were A357, A380, A380 $10\%$vol, and $20\%$vol SiCp, and the size of particulates were $14{\mu}m$ and $5.5{\mu}m$

• Proceedings of the Korean Society of Precision Engineering Conference
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• 1997.10a
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• pp.808-811
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• 1997

MMC has excellent mechanical properties in many ways in automotive industrial, and get into the spotlight as a light materials substituted for iron and steel. But the know-how about MMC research lack, MMC is expensive and difficult to apply the sound parts. Especially it is difficult to produce the hollow type parts composed with MMC. Therefore, hollow type parts of metal composites by using thixoforming process which as co-existing solidus-liquidus phase, it is very important to obtain forming condition. In this study, MMC billet producted by electro-magnetic stirring and mechanical stirring process is formed to hollow type parts of thixoforming process and inspected of suitability for application. It is optimized production condition, and applied to experiment. After variable materials were produced for thixoforming process, it were inspected of suitability for application by comparsion with mechanical properties. In this study, used materials were A357, A380 10%vol, and 20%vol SiCp, and the size of particultes were 14$\mu\textrm{m}$ and 5.5$\mu\textrm{m}$.

• Journal of Distribution Science
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• v.1 no.1
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• pp.1-24
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• 1999

CALS/EC is about doing business electronically. It is based on the electronic processing and transmission of data, including text, sound and video. It encompasses many diverse activities including electronic trading of goods and services, online delivery of digital content, electronic fund transfers, electronic share trading, electronic bills of lading, commercial auctions, collaborative design and engineering, online sourcing, public procuremet, direct consumer marketing, and after-sales service. It involves both products(e.g. consumer goods, specialised medical equipment) and services(e.g. information services, financial and legal services); traditional activities(e.g. healthcare, education) and new activities (e.g. virtual malls). CALS/EC will be emerging to replace and substitute the role of the conventional market. By changing and eliminating some processes of the transactions, the electronic market and the electronic commerce will redistribute the power and hence the benefits of the market activities. Traditional way of doing business may enter into the new electronic market because the role and function of trust and established reputation will be reinforced in the electronic market. The CALS/EC through the Internet has been in the spotlight in the shopping behavior of the consumers. Accordingly Corporates are trying to adapt themselves to those rapidly changing environments being affected by the Internet. Among others, particularly to be noted is the CALS/EC between corporations and consumers whose potential growth can be considered very substantial. This report, focusing on the introduction of CALS/EC for the logistics of SMEs, will allow us to prepare more efficiently for the coming 21st Century. It is obvious that CALS/EC is fast becoming the useful way of exchanging not only information but products in business between firm-to-firm and firm-to-customer.

• International Commerce and Information Review
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• v.1 no.1
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• pp.179-201
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• 1999

CALS/EC is about doing business electronically. It is based on the electronic processing and transmission of data, including text, sound and video. It encompasses many diverse activities including electronic trading of goods and services, online delivery of digital content, electronic fund transfers, electronic share trading, electronic bills of lading, commercial auctions, collaborative design and engineering, online sourcing, public procuremet, direct consumer marketing, and after-sales service. It involves both products(e.g. consumer goods, specialised medical equipment) and services(e.g. information services, financial and legal services); traditional activities(e.g. healthcare, education) and new activities (e.g. virtual malls). CALS/EC will be emerging to replace and substitute the role of the conventional market. By changing and eliminating some processes of the transactions, the electronic market and the electronic commerce will redistribute the power and hence the benefits of the market activities. Traditional way of doing business may enter into the new electronic market because the role and function of trust and established reputation will be reinforced in the electronic market. The CALS/EC through the Internet has been in the spotlight in the shopping behavior of the consumers. Accordingly Corporates are trying to adapt themselves to those rapidly changing environments being affected by the Internet. Among others, particularly to be noted is the CALS/EC between corporations and consumers whose potential growth can be considered very substantial. This report, focusing on the introduction of CALS/EC for the logistics of SMEs, will allow us to prepare more efficiently for the coming 21st Century. It is obvious that CALS/EC is fast becoming the useful way of exchanging not only information but products in business between firm-to-firm and firm-to-customer.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.49-81
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• 2007

Research in the IS (Information Systems) outsourcing has focused on the importance of legal contracts and partnerships between vendors and clients. Without detailed legal contracts, there is no guarantee that an outsourcing vendor would not indulge in self-serving behavior. In addition, partnerships can supplement legal contracts in managing the relationship between clients and vendors legal contracts by itself cannot deal with all the complexity and ambiguity involved with IS outsourcing relationships. In this paper, we introduce a psychological contract (between client and vendor) as an important variable for IS outsourcing success. A psychological contract refers to individual's mental beliefs about his or her mutual obligations in a contractual relationship (Rousseau, 1995). A psychological contract emerges when one party believes that a promise of future returns has been made, a contribution has been given, and thus, an obligation has been created to provide future benefits (Rousseau, 1989). An employmentpsychological contract, which is a widespread concept in psychology, refers to employer and employee expectations of the employment relationship, i.e. mutual obligations, values, expectations and aspirations that operate over and above the formal contract of employment (Smithson and Lewis, 2003). Similar to the psychological contract between an employer and employee, IS outsourcing involves a contract and a set of mutual obligations between client and vendor (Ho et al., 2003). Given the lack of prior research on psychological contracts in the IS outsourcing context, we extend such studies and give insights through investigating the role of psychological contracts between client and vendor. Psychological contract theory offers highly relevant and sound theoretical lens for studying IS outsourcing management because of its six distinctive principles: (1) it focuses on mutual (rather than one-sided) obligations between contractual parties, (2) it's more comprehensive than the concept of legal contract, (3) it's an individual-level construct, (4) it changes over time, (5) it affects organizational behaviors, and (6) it's susceptible to organizational factors (Koh et al., 2004; Rousseau, 1996; Coyle-Shapiro, 2000). The aim of this paper is to put the concept, psychological contract commitment (PCC), under the spotlight, by finding out its mediating effects between legal contracts/partnerships and IS outsourcing success. Our interest is in the psychological contract commitment (PCC) or commitment to psychological contracts, which is the extent to which a partner consistently and deeply concerns with what the counter-party believes as obligations during the IS project. The basic premise for the hypothesized relationship between PCC and success is that for outsourcing success, client and vendor should continually commit to mutual obligations in which both parties believe, rather than to only explicit obligations. The psychological contract commitment playsa pivotal role in evaluating a counter-party because it reflects what one party really expects from the other. If one party consistently shows high commitment to psychological contracts, the other party would evaluate it positively. This will increase positive reciprocation efforts of the other party, thus leading to successful outsourcing outcomes (McNeeley and Meglino, 1994). We have used matched sample data for this research. We have collected three responses from each set of a client and a vendor firm: a project manager of the client firm, a project member from the vendor firm with whom the project manager cooperated, and an end-user of the client company who actually used the outsourced information systems. Special caution was given to the data collection process to avoid any bias in responses. We first sent three types of questionnaires (A, Band C) to each project manager of the client firm, asking him/her to answer the first type of questionnaires (A).