反相高效液相色谱“蓝色素”快速检测方法研究

本研究采用反相高效液相色谱法,系统研究了蓝色素的分离提取方法,确定了蓝色素测定的色谱条件,在此基础上进行了色谱测定的方法学研究,明确了蓝色素的线性范围、精密度及回收率,建立了最佳的定量方法。     

The Bank of England, 1950s to 1979

Discovering chemicals as disinfectants and for timber preservation offered profitable opportunities in the early nineteenth century. After 1839 Sir William Burnett promoted his pioneering patent for zinc chloride – attempting to persuade both fellow medical practitioners and the Admiralty of its widespread uses. Trials in the navy, among migrants to Canada in 1847–48, and during Britain's 1849 cholera epidemic were all intended to demonstrate the ability of his product to contain disease, while experiments with impregnated wood sought to secure markets in the shipbuilding and railway industries. Burnett achieved business success at some cost to his professional reputation. His liquid was gradually superseded by carbolic acid and a variety of proprietary brands after his death in 1861.     

AN ALTERNATIVE STRATEGIC DEFENCE AND SECURITY REVIEW: RECONSTITUTING A SHRINKING FORCE

This paper critically examines the 2010 Strategic Defence and Security Review. It is argued that despite budgetary constraints the government could build forces far more capable of power projection than envisaged under current plans. Defence is a true necessity but it does not have to be unaffordable provided risky procurement decisions are avoided.     

A rum deal: The purser’s measure and accounting control of materials in the Royal Navy, 1665–1832

We draw on archival resources and maritime and accounting history literature to explore the role of Royal Navy (RN) pursers between 1665 and 1832. Through an agency theory lens, we investigate accounting-related practices pursers used to control consumable rations, including the ‘purser’s (short) measure.’ The records pursers were required to keep suggest that the RN was at the forefront of the development of cost and materials accounting, and in the keeping of detailed accounting records. We provide fresh insights in to the purser’s role and his association with the gestation of materials waste controls, standard costing, and audit and accountability processes.     

Does computer-based training impact maintenance costs and actions? An empirical analysis of the US Navy’s AN/SQQ-89(v) sonar system

The United States Navy decided in the early 2000s to replace traditional, instructor-led schoolhouse training with computer-based training (CBT). While employing CBT may produce gains in knowledge acquisition and lower costs for repetitive, low-skill work, there is a lack of empirical evidence whether these benefits exist for more highly skilled Navy operations. Anecdotal evidence suggests that CBT failed to sufficiently prepare new sailors for sophisticated systems’ maintenance and operation. To determine the validity of this evidence, we examine how CBT has affected the AN/SQQ-89(v) sonar. We empirically analyse whether the Navy’s introduction of CBT significantly altered fleet maintenance costs, actions and training requirements, by assembling a unique data set of ships, locations, personnel, maintenance costs and maintenance actions. Controlling for the Navy’s plan to man the system, the number of authorized billets and the number of personnel on board, we find that CBT adversely impacts costs, actions and maintenance hours for the sonar system.     

Bilateral strategic groups: The market for nontactical navy information systems

Although recent studies of strategic groups have provided much insight into the nature of intra-industry rivalry, most studies have focused on the strategies of seller firms. In this paper we argue that the bilateral exchange between groups of buyers and sellers in adjacent markets should be made explicit. Within this bilateral context, the market for non-tactical Navy infomation systems is empirically examined. Strategic groups are developed for both seller and buyer industries, and the interaction between these groups are explored over time. In particular, two market interventions, the imposition of industrial funding procedures in 1984 and a Life-Cycle requirement order in 1988, were examined with respect to their impact on seller/customer exchanges and vertical integration strategies. Significant changes in strategies were noted, and explained within a transaction cost framework.