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MacDuf e (1995) conducted a single-industry study based on the 62 nal assembly plants in the major car-producing countries, using data from the MIT Future of the Auto Industry project, the birthplace of the lean production concept. His work was a major attempt within the programme to investigate the human resource or high-involvement (Pil & MacDuf e, 1996) side of lean production. He measured the extent to which the production regime was lean, or bufferless, by the percentage of total assembly area space dedicated to nal assembly repair, the average number of vehicles in the work-in-process buffer between the paint and assembly areas (as a percentage of one shift s production), and the average level of inventory stocks for a sample of eight key parts (weighted by the cost of each part). MacDuf e differentiated two types of HR practices, which he labelled innovative work system practices and innovative HRM practices/policies . He measured the former by practices that are often associated with TQM: the existence of work teams, problem-solving groups, job rotation, decentralisation of quality-related tasks and an effective system for employee suggestions. The HRM policies included such high-involvement practices as selection criteria geared towards openness to learning, interpersonal and teamworking skills, a contingent pay system, and minimum status differentials. Through cluster analysis, he identi ed three discrete types of plants. At the extremes were lean plants or exible production systems with few buffers and the characteristics of both innovative work systems and human resource systems, and traditional buffered plants, which made little use of innovative work or high-involvement practices, hired on the basis of a

This example includes six namespace declarations: the XSLT namespace; the EXSLT Common namespace (which the stylesheet uses for extension functions); two namespace declarations for the elements used in the source XML; and the default XHTML namespace and MathML namespace that are required in the result. Tip It's good practice within an XSLT stylesheet to define all these namespaces on the xsl:stylesheet element, so that they're in scope throughout the stylesheet. Removing namespace declarations from your result The main problem people encounter when it comes to managing namespaces is how to stop the namespaces in the first three groups from being declared in the result. When the XSLT processor generates the output, it takes the result tree and wherever it finds a namespace node for which it hasn't yet declared a namespace, it generates a namespace declaration. Removing namespace declarations from the output is therefore a matter of removing namespace nodes from the result tree. Namespace nodes are added to the result tree in two ways: they can be copied from the source node tree, and they can be in scope when you create an element with a literal result element. Removing namespace declarations introduced by xsl:copy of When you copy an element from the source tree using xsl:copy of, the element, all its namespace nodes, all its attributes, and all its children are copied you generate a deep copy. This means that any namespaces in scope for that element in the source have to be in scope for that element in the result. Because source XML often declares namespaces that you're not 322

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A second explanation is that there is an overstretch of the sarcomeres beyond optimum length during eccentric actions (Morgan & Allen 1999) According to this theory, during an active stretch of a muscle most of the change in length will be accommodated.

this information are the from datetime, thru datetime, and the hours worked in order to capture the time frame and amount of hours worked. Each

SHIPMENT ID PARTY ID ROLE TYPE ID FIXED ASSET ID FACILITY ID SHIPMENT METHOD TYPE ID ACTUAL START DATETIME ACTUAL ARRIVAL DATETIME ESTIMATED START DATETIME ESTIMATED ARRIVAL DATE START MILEAGE END MILEAGE FUEL USED SHIPMENT STATUS SHIPMENT ID STATUS TYPE ID STATUS DATE SHIPMENT STATUS TYPE SHIPPING AND HANDLING CHARGES SHIPPING DOCUMENT STATUS TYPE ID ORDER ADJUST SEQ ID

independent way is a challenge, and one reason why the first version of PLS errs on the side of simplicity by omitting it.

Wright, P. M., McMahan, G. C. & McWilliams, A. (1994). Human resources and sustained competitive advantage: a resource-based perspective. International Journal of Human Resource Management, 5, 301 326. Wright, P. M. & Sherman, S. (1999). The failure to nd t in strategic human resource management: theoretical and empirical considerations. In P. Wright, L. Dyer, J. Boudreau & G. Milkovich (Eds), Research in Personnel and Human Resources Management (Supplement). Greenwich, CT: JAI Press. Wright, P. M., McCormick, B., Sherman, W. S. & McMahan, G. C. (1999). The role of human resource practices in petro-chemical re nery performance. International Journal of Human Resource Management, 10, 551 571. Wright, P. M. & Snell, S. A. (1998). Toward a unifying framework for exploring t and exibility in strategic human resource management. Academy of Management Review, 23, 756 772. Youndt, M., Snell, S., Dean, J. & Lepak, D. (1996). Human resource management, manufacturing strategy, and rm performance. Academy of Management Journal, 39, 836 866.

to d + c for some constant (between 2 and 6) and c > 0 Let d (S , D) be the Euclidean distance between S and D Theorem 91 Stojmenovic and Lin (2001) Total transmission power of route from S to D is minimal when the optimal number of hops on the route is integer k , such that |k d(S, D) (( 1)/c)1/ | is minimized, and the optimal distance of adjacent nodes is d(S, D)/k Proof Suppose that an arbitrary path is initially established, with k hops Its total length is no less than |SD| Therefore, nodes on the path can be moved along the line SD without increasing the length of any hop, therefore reducing energy consumption on each hop Consider now, two consecutive hops with total length t, with hop lengths t x and x , respectively.

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