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EN
Homogeneous Polyvinyl alcohol (PVA)/Carbon nanotube (CNT) composite has been prepared by solution casting method using gum acacia as a surfactant. CNT content in the composite was varied from 5-10 % by weight. The thermal properties of PVA/CNT composites were investigated by Thermo Gravimetric/Differential Thermal Analyzer (TG/DTA) and Thermo Mechanical Analyzer (TMA). TG/DTA results showed that higher thermal stability in higher percentage of CNT in the composites. The 10 % CNT containing PVA composite exhibit highest onset of melting, glass transition point and offset of melting temperature and the recoded values are 330.4K, 379K and 421.3K respectively. All of the result indicates that the developed PVA/CNT composite might be promising for use in solar cell application.
EN
Sodium alginate (TiO2) sand composites were prepared by solution casting. Purified sand was added in the composite films to increase electrical conductivity. Electrical properties such as conductivity, capacitance, dielectric constant, and loss tangent of the composites were investigated. The current voltage characteristics for all the composites showed ohmic behavior. All the electrical properties have been found to improve with the incorporation of sand (SiO2) but 6 % sand containing composite exhibits the best electrical properties. The mechanical properties tensile strength (TS), elongation at break (Eb) and Young modulus for 6 % sand containing composite film are found to be 4.445 MPa, 9.76 %, and 72.8 MPa respectively. The experimental results reveal that the blended films exhibit higher stability and improved mechanical properties of both tensile strength and elongation at break in dry state. Water absorption properties of the composites are found to decrease with the increase of sand content. Lowest water uptake properties and highest stability were demonstrated by 6 % sand containing sample. Electrically conductive composite films have useful applications for solar cells and optoelectronics. Thus, this study is very much expected to aid in the design and selection of proper composite for the potential application of solar cell and optoelectronics.
3
Content available remote Entrepreneurship and innovation in e-commerce
EN
Purpose: This paper explores the synergies between entrepreneurship and innovation and investigates their roles in organisational development in general and dot.com companies in particular. Design/methodology/approach: The authors have decided to use current literature review on entrepreneurship and innovation and case study analysis from different sources. In addition to this, interviews were conducted to examine the perceptions of entrepreneurs in e-commerce regarding entrepreneurship and innovation and the factors affecting the development and integration of entrepreneurship and innovations. Findings: The study has explored the synergies between entrepreneurship and innovation in e-commerce through a review of principal literature in this field, case study analysis, web researches and interviews with dot.com companies. The results of this study have shown that entrepreneurship and innovation is a crucial factor for the long term sustainability of e-commerce and e-business. Practical implications: entrepreneurship and innovation should be regarded as ongoing, everyday practices in organizations. Originality/value: The fast growth and business successes of eBay, Amazon.com, priceline.com, etc. and the bankruptcy of numerous dot.com companies worldwide in the late 1990s has held potent management implications for IT innovation and entrepreneurial organizations worldwide. Entrepreneurship and innovation are emerging disciplines for proactively responding to changes in the e-commerce world.
4
Content available remote An empirical study of performance measurement systems in manufacturing companies
EN
Purpose: The aims of this study were to, determine the current state of performance measurement systems in New Zealand manufacturing companies and determine what approaches to performance measurement are used by New Zealand manufacturer. Design/methodology/approach: A questionnaire, sent out to a sample of New Zealand manufacturing companies, was used to determine the current state of performance measurement systems in New Zealand. More specifically, manufacturers New Zealand wide were asked to what extent they used various performance measures, whether they had a performance measurement system in place and if so, what type and whether or not they had an enterprise planning system or any information system to support their PMS. The study also ascertained the manufacturers view on the topics of linking performance measures to staff compensation, and whether there had been cost savings and/or improvements in revenue generation as a result of PMS. Findings: New Zealand manufacturer's are not only aware of, but are also implementing modern performance measurement system. Furthermore, the respondents indicated that the non financial measures are being used more frequently than the financial. However, it is important and somewhat disappointing to note that irrespective of the type of PM approach adopted, the majority of the respondents’ information systems are not giving good support to their performance measurement endeavours. It appears that the respondents information systems are still very much attuned to the historical dominance of the financials. This is perhaps not all that surprising even when the system is an ERP. ERP systems are typically modularised and if expense or time is an issue with the information system implementation, it is the financial module that organisations typically implement before anything else. Practical implications: World class performance measurement techniques are being used, and there are indications that financial as well as non-financial measures are being used. Whether the organizations have got the balance right is something they may only have a better feel for over time. It also appears that the PMS are not being reviewed or modified as often as might have been anticipated from the literature. Certainly the literature is adamant that a PMS should not be static and must change to reflect the organizational strategy and business environment in which it operates. Originality/value: There have been indications that some organizations have implemented an ERP system in order to keep it up with their competitors. It is hoped that this is not what has happened with the new PMS approaches.
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