パートナー シップ オ ツウジタ ソシキカン ガクシュウ

It is increasingly recognized that a company can acquire its needed capabilities by business partnerships. Consequently, dialogues on inter-organizational learning through partnerships have increased.This paper firstly discusses four types of business partnerships. Secondly, it reviews the studies on inter-organizational learning and analyzes the existence of inter-organizational learning dilemma during partnering. Thirdly, it examines the situations and differences of information sharing and inter-organizational learning among different types of partnerships. It suggests that the Japanese partnership in the automobile industry can be a model of inter-partner learning. Finally, it points out the ways to successful learning from partners and building up capabilities for a competitive edge

Symmetry selective third harmonic generation from plasmonic metacrystals

Nonlinear processes are often governed by selection rules imposed by the symmetries of the molecular configurations. The most well-known examples include the role of mirror symmetry breaking for the generation of even harmonics, and the selection rule related to the rotation symmetry in harmonic generation for fundamental beams with circular polarizations. While the role of mirror symmetry breaking in second harmonic generation has been extensively studied in plasmonic systems, the investigation on selection rules pertaining to circular polarization states of harmonic generation has been limited to crystals, i.e. symmetries at the atomic level. Here we demonstrate the rotational symmetry dependent third harmonic generation from nonlinear plasmonic metacrystals. We show that the selection rule can be imposed by the rotational symmetry of meta-crystals embedded into an isotropic organic nonlinear thin film. The results presented here may open new avenues for designing symmetry-dependent nonlinear optical responses with tailored plasmonic nanostructures.Comment: 13 pages, 3 figure

キギョウ ノ ドクジセイ ト パートナー シップ

The resolution of problems brought about by today\u27s ever-changing environment is becoming a pressing necessity for management practitioners. In this regard, the development of flexible and environmentally adaptable interorganizational relationship by strategic partnership is essential. The nature of partnership among firms is influenced by individual firm\u27s uniqueness. The author argues that it is a firm\u27s distinctive competence that generate its uniqueness. Competence-based management which has become a wave of business management of late stresses the importance of distinctive competence in maintaining competitive edge. Morever, distinctive competence sets an external criterion for managers to focus strategically on a wide range of industries, rather than one industry. Distinctive competence and partnership can be complementing and facilitating, because (a) distinctive competence is attractive to the partners and therefore can become the source of power in building partnership, and (b) partnership can be the means to improve distinctive competence. This paper points out that today\u27s managers are facing two tasks. One is to discover and maintain in-house distinctive competence. The other is how to establish strategic partnership. Through investigating Japanese companies, the paper suggests the ways to build up and maintain individual skills, and how these skills be integrated so that they can become the firm\u27s distinctive competence