Spectral Properties of Continuum Fibonacci Schr\"odinger Operators

We study continuum Schr\"odinger operators on the real line whose potentials are comprised of two compactly supported square-integrable functions concatenated according to an element of the Fibonacci substitution subshift over two letters. We show that the Hausdorff dimension of the spectrum tends to one in the small-coupling and high-energy regimes, regardless of the shape of the potential pieces

Tridiagonal substitution Hamiltonians

We consider a family of discrete Jacobi operators on the one-dimensional integer lattice with Laplacian and potential terms modulated by a primitive invertible two-letter substitution. We investigate the spectrum and the spectral type, the fractal structure and fractal dimensions of the spectrum, exact dimensionality of the integrated density of states, and the gap structure. We present a review of previous results, some applications, and open problems. Our investigation is based largely on the dynamics of trace maps. This work is an extension of similar results on Schroedinger operators, although some of the results that we obtain differ qualitatively and quantitatively from those for the Schoedinger operators. The nontrivialities of this extension lie in the dynamics of the associated trace map as one attempts to extend the trace map formalism from the Schroedinger cocycle to the Jacobi one. In fact, the Jacobi operators considered here are, in a sense, a test item, as many other models can be attacked via the same techniques, and we present an extensive discussion on this.Comment: 41 pages, 5 figures, 81 reference

Subtextual gendering processes : a study of Japanese retail firms in Hong Kong

This study examines equal opportunities for women employees in two Japanese-owned (Tairo and Okadaya) retail companies in Hong Kong. This paper initially discusses the various explanations for gender inequality put forward by scholars. Since the equal opportunity legislation - specifically Sex Discrimination Ordinance (SDO) - was introduced in Hong Kong in 1996, little research can explain as to why gender inequality persists. The issue can altematively be understood by examining the subtextual gendering processes. Concealed gendering processes (re)produce gender inequality based on hegemonic power, through structural, cultural, interaction and identity arrangements. Accounts of female staff at various hierarchies reveal that they are subject to these organizational and individual arrangements at various extent under the cover of SDO which was claimed to be implemented in the companies

The motives of Hong Kong-Japanese international joint ventures

This paper attempts to study Hong Kong-Japanese joint ventures from the perspectives of firm-specific advantages provided by both partners. The analysis focuses on the local partner\u27s perspective of establishing international joint ventures (IJVs) with a Japanese multinational retailer. First, the background of the local partner, especially the company’s organizational restructuring immediately before the formation of the IJVs is examined. Second, the development and consolidation of the IJVs between the two partners by a series of IJV activities in Hong Kong, Asia, and China is described. Third, the motives behind both partners to establish the IJVs are examined. Finally, an evaluation of the IJVs of whether the IJVs have fulfilled the local partner’s motives is conducted. It is found that the IJVs have provided an opportunity for the local partner to overcome the increasing Japanese competition in the Hong Kong retail sector since the mid-1980s. Nevertheless, the local partner needs to overcome many management problems resu1ted from the IJVs partnership which may have hindered the local partner to achieve its objectives in the IJVs

A study of employment system of Japanese multinational retailers in Hong Kong

This study examines the employment system of Japanese multinational retailing corporations in Hong Kong through two case companies - Morioka and Okadaya. The human resource management (HRM) practices – recruitment and selection, remuneration, and training and development - of the companies are studied. The different HRM practices applied to different groups of employees within each case company are compared using an employment systems model. The employment system is structured and mu1ti-layered. The development of the structured employment system is then analysed in relation to the cultural and sectoral factors. It is shown that the cultural characteristics of the Japanese parent companies can only explain the ethnocentric management approach used in which Japanese personnel are employed in the internal labour marker (ILM) and local employees are employed outside the ILM. Economic and labour market conditions in both parent and host countries and sectoral characteristics have also contributed to the stratification of the employment system among the local employees. The implications of this study are that the long-term development of Japanese multinational retailers will be weakened if the structured employment system persist

Collective myopia as the blocking mechanism to organizational learning

This study aims to identify the blocking n1echanisms for Japanese expatriate managers to acquire double-loop organizational learning in their international assignments. Two Japanese multinational department stores - Morioka and Chubuya - were studied in Japan to illustrate how the Japanese expatriate managers were trapped by the collective myopia. The major blocking mechanisms identified are common Japanese practices which include parent company community spirit, dozoku inhabitants, parent company\u27s translators, and desire for normality. The modes or frames of mind and thinking of these Japanese practices prevent the Japanese expatriates from moving up the organizational learning to achieve the corporate objective of internationalization

A study on employees retraining programmes in Hong Kong

Hong Kong has experienced an economic transformation from a manufacturing-based to a service-based economy which has impacted on the demand for manual labour. In 1992, Employee Retraining Board was set up to provide employees retraining programmes to the unemployed manual workers. This study focuses on evaluating the effectiveness of the programmes in helping the unemployed manual workers to acquire and develop knowledge, skills and abilities so that they can re-enter the labour market. The evaluation is based on assessment of training needs, course design in terms of programme structure and content, course evaluation, and follow-up services conducted by the selected training bodies. It is found that the overall effectiveness of the overall programme is low. The official indicators - participation rate and job placement rate - used by the training bodies tend to provide rnisleading evaluation results

Employee casualisation in department stores in Hong Kong

This study examines the pattern of employee casualisation in two Japanese and a British department stores in Hong Kong. A number of employee categories can be identified in these companies according to the model of the ‘flexible firm’. These companies employed four major casualisation strategies which reflected their culture and business strategies. During the economic good times, the Japanese companies tended to casualise more local staff due to the fact that they preferred to use ethnocentric management overseas. However, during the economic downturn, all companies used casualisation for cost-minimisation as a major business strategy for survival. This study implies that casualisation strategies have enabled retailers to increase flexibility. Furthermore, as there are more unemployed workers with the necessary skills are available in the labour market during economic downturn, it is more possible for firms to adopt casualisation. Thus, the condition of the labour market can also influence firms\u27 employment strategies

Employment strategy : comparing Japanese and British retail companies in Hong Kong

This study examines and compares the employment strategy used by Japanese and British retail companies in Hong Kong. Hendry\u27s (1995) structured employment systems model is adopted as the theoretical framework for this research. Three case companies - Morioka and Okadaya (Japanese-owned) and Supercom (British-owned) - are studied regarding what employment strategies they have adopted to expand in the Hong Kong, and to adjust to the changing consumer market. The evidence shows that the Japanese companies adopt more structured employment systems employing more employee groups than the British company. Both Japanese companies vary employment practices to different employee groups on the basis of national origins, hierarchy, employment status and gender. Furthermore, skills/profession is also used in Okadaya to differentiate employment practices. Supercom mainly varies employment practices on hierarchy and employment status. Therefore, five to six groups of employees are identified in the Japanese companies, while two to three employee groups are identified in Supercom

Organisational learning through international assignment in Japanese overseas companies

Existing literature on expatriate managers tends to focus on their adjustment from the point of view of individual well-being. This paper, in pointing out that international assignments are an opportunity to internationalise the company through a learning process, has a different emphasis. Japanese companies tend to employ many Japanese expatriate managers in overseas locations. The development of cross-cultural adaptation among expatriate Japanese managers in two retail subsidiary companies in Hong Kong was studied. In both companies, the expatriates learned reactively rather than proactively, involving either zero or single-loop organisational learning ensued for the parent company. The reactive learning approach stemmed from expatriates perceiving their career prospects related more to events back at the parent company than to the success or failure of the local subsidiary, and that it might be harmful to their career if they internationalise themselves during the overseas assignment