双平行线阵的快速一维DOA估计

针对传统子空间算法需要进行特征值分解或奇异值分解等复杂计算的问题,提出一种双平行线阵（Double Parallel Linear Array,DPLA）的快速一维波达方向（Direction of Arrival,DOA）估计算法。算法通过处理互协方差矩阵的第一列元素构造出等效的噪声子空间,再通过求根MUSIC（Multiple Signal Classification）算法得到DOA估计,有效避开了特征值分解或奇异值分解,降低了计算复杂度,提高了运算速度。仿真结果表明,该算法在提高了估计精度的同时减少了估计时间。     

基于适应性管理视域的森林生态系统服务主导因子研究——以大小兴安岭森林生态功能区为例

基于适应性管理应用到森林生态系统管理的管理模式,以黑龙江省大小兴安岭森林生态功能区为例,利用主成分分析法从气候调节、生态保持、产品供给和休闲服务4个方面分析影响森林生态系统服务功能的主导因子及构成各个影响因子的核心指标。经研究发现产品供给和休息服务对森林生态系统服务功能的短期影响较大。其中,气候调节和生态保持则属于长期影响因素,对森林生态系统服务功能的短期影响较小。最后,在上述分析的基础上提出适应气候变化,改善生态环境;调整林产品供给结构,加强非林木产品供给能力;增强森林生态服务,扩大森林游憩影响;协调森林生态系统内部关系,提高森林生态系统服务质量等建议。     

基于CAS理论的企业并购后的品牌整合

企业并购后的品牌整合是在复杂多变的环境中进行的,品牌整合系统是一个复杂适应系统．CAS理论为企业并购后的品牌整合提供了新视角和方法论的指导。     

水生态系统服务供需视角下的水网乡村 适应性规划策略——以吴江张鸭荡片区为例

苏南乡村地区一直是中国乡村建设的先行区域,特殊的纵横交错的水网结构构成了一个错综复杂的系统,呈现出其他地区不具有的复杂性和生态特殊性。随着城镇的扩张,乡村的发展建设使其水网空间的平衡发展面临极大的挑战。传统单一静态的规划方法逐渐显示出无法适应经济、社会等发展要求的缺陷。苏南乡村地区以水为核心,从水生态系统服务供需关系的视角下探究水网乡村的适应性规划策略更加适应当前的乡村现状和需求。以传统水网乡村空间形态转译为基础,建立水生态系统供需服务评估体系,在评估水生态系统服务供需能力的基础上,分析供需分异模式及供需矛盾。从构建乡村水域空间生态格局、乡村水域空间功能分区规划,以及乡村水域空间多情景预判3个方面,提出苏南水网乡村的适应性规划策略,并为水网乡村的生态实践提出新思路。     

制度距离、投资动机与企业OFDI区位选择——中国对外直接投资“制度风险偏好”的一种解释

由于企业的对外直接投资（OFDI）存在制度适应成本,东道国与母国之间的制度距离会对企业OFDI产生负向影响。基于2003—2015年中国对140个国家和地区OFDI的分析表明：中国企业的OFDI具有明显的市场寻求动机和战略资源寻求动机,其中,市场寻求型OFDI表现出显著的互补效应,战略资源寻求型OFDI表现出一定程度的挤出效应;东道国与中国的制度距离会通过投资动机影响中国企业OFDI的区位选择,即倾向于向制度距离较小的国家和地区进行OFDI,且制度距离会弱化市场寻求型OFDI的互补效应和战略资源寻求型OFDI的挤出效应。站在企业角度来看,中国企业在进行OFDI时并不具有“制度风险偏好”,而是表现出“制度风险规避”特征：选择对其自身发展来讲制度风险较小（制度距离较小）的目标市场进行OFDI。因此,中国应深化市场经济体制改革,提升国内制度质量,加强国际经济合作,并增强企业的制度适应能力,以有效减小制度距离对企业OFDI区位选择的约束,进而优化OFDI区位分布,提高OFDI效益和质量。     

用于船舶自动识别系统的机载阵列天线设计

为了满足船舶自动识别系统抗干扰性能的要求,设计了一种机载阵列天线。天线阵列由5个单极子天线单元组成,整体尺寸为Φ720 mm×306 mm,天线单元沿圆周均匀排列。通过泰勒分布和牛顿优化算法,优化阵列的辐射幅度及相位,得到实测的方位面增益-15 dB抑制范围达到128°,-20 dB抑制范围达到77°;装机后-15 dB抑制范围在114°以上,-20 dB抑制范围在51°以上。该阵列天线结构简单,成本低,满足机载环境的使用要求。     

Cognitive flexibility and adaptive decision‐making: Evidence from a laboratory study of expert decision makers

Research Summary : How can strategic decision makers overcome inertia when dealing with change? In this article we argue that cognitive flexibility (i.e., the ability to match the type of cognitive processing with the type of problem at hand) enables decision makers to achieve significantly higher decision‐making performance. We show that superior decision‐making performance is associated with using semiautomatic Type 1 cognitive processes when faced with well‐structured problems, and more deliberative Type 2 processes when faced with ill‐structured problems. Our findings shed light on the individual‐level mechanism behind organizational adaptation and complement recent work on strategic inertia. In addition, our findings extend management studies that have stressed the relevance of cognitive flexibility for responding to the demands of increasingly open, flexible, and rapidly changing organizations. Managerial Summary : Humans are creatures of habits. We tend to prefer known courses of action over new ones. In many cases, habits are good. However, when things change in unpredictable ways, the past may not be good guidance for the future. We argue that “cognitive flexibility”—the ability of understanding when to rely on habits vs. when to explore new courses of action—enables managers to switch from a “fast” decision mode, based on habits, to a “slow,” more deliberate decision mode that facilitates the exploration of new courses of action. Managers high in cognitive flexibility reflect on the situation at hand, recognize and value diversity in viewpoints, and integrate such diversity in their own decision processes. By valuing diversity, they are more likely to overcome inertia.     

Fijian culture and the environment: a focus on the ecological and social interconnectedness of tourism development

Understanding the complex and adaptive nature of Pacific Island communities is a growing yet relatively unexplored area in the context of tourism development. Taking an ethnographic research approach, this study examines how over 40 years of tourism development have led to complex and multi-scale changes within an Indigenous Fijian village. The study establishes that tourism development has brought a range of ecological shifts that have, over time, spurred far-reaching changes within the embedded sociocultural constructs of the community. The development of the Naviti Resort, a water catchment dam, a causeway and a man-made island have created substantial changes in totemic associations, livelihood approaches, and traditional knowledge structures within Vatuolalai village. The emergence of internal adaptive cycles, and new behaviours, practices and values that redefine the cultural landscape will be discussed. This paper demonstrates the interconnectivity of nature, society and culture within Indigenous communal systems and asserts that ecological changes introduced in one part of a community stimulate complex, non-linear responses in other elements of the socio-ecological system of a Fijian village.     

Solesolevaki as social capital: a tale of a village,two tribes,and a resort in Fiji

This paper advances understanding of the complex and adaptive nature of indigenous Fijian communities involved in tourism. It examines how tourism-related development has set the people of one Fijian village along two separate development pathways, and explores how preferential access to tourism benefits has created disparities within the community. Complex Adaptive Systems theory and Social Capital theory are used to conceptualise how over 40 years of tourism involvement has influenced development within an indigenous Fijian community. The findings argue that indigenous Fijian communities are non-homogeneous entities, which are constantly in transition, responding and adapting integratively to both internal and external changes over time. The findings show that the emergence of new behaviours and ways of life has led to the collapse of the pre-existing systems of social capital. As a response, community members retreated and regrouped, strengthening internal bonds and social capital in their smaller social units, leading to both dependency and opportunity-seeking behaviours among participants. Ultimately, the paper asserts that money alone does not lead to development, but rather tourism and access to a variety of capital do.     

Adaptive capacity to technological change: A microfoundational approach

Research summary> : W e take a microfoundational approach to understanding the origin of heterogeneity in firms' capacity to adapt to technological change. We develop a computational model of individual‐level learning in an organizational setting characterized by interdependence and ambiguity. The model leads to organizational outcomes with the canonical properties of routines: constancy, efficacy, and organizational memory. At the same time, the process generating these outcomes also produces heterogeneity in firms' adaptive capacity to different types of technological change. An implication is that exploration policy in the formative period of routine development can influence a firm's capacity to adapt to change in maturity. This points to a host of strategic trade‐offs, not only between performance and adaptive capacity, but also between adaptive capacities to different forms of change . Managerial summary : W hy are firms differentially effective at adapting to technological change? We argue that firms differ in the adaptive capacity of the routines that underlie their capabilities. These differences arise well before change occurs, and result because firms build routines that are differentially responsive to signals of performance decline associated with technological change. Thus, early managerial efforts to build superior productive efficiency must be complemented by efforts to build superior adaptive capacity. Our theory suggests that managers can prepare for technological change by implementing policies, in the formative period of organizational development, that promote individuals' exploration of novel actions. However, there are trade‐offs because preparation aimed at building adaptive capacity to one type of technological change may limit adaptive capacity to other types of change . Copyright © 2016 John Wiley & Sons, Ltd.