WORKING PAPER SERIES THE PORTERIAN CONCEPT ON THE CASE OF LONDON AND ITS LESSONS FOR SINGAP

Working Paper Series

The Porterian Concept on the Case of London and its Lessons for Singapore

Adrian T.H. Kuah

Working Paper No 07/23

June 2007

The working papers are produced by the Bradford University School of Management and are to be circulated for discussion purposes only. Their contents should be considered to be preliminary. The papers are expected to be published in due course, in a revised form and should not be quoted without the author’s permission.

THE PORTERIAN CONCEPT ON THE CASE OF LONDON AND ITS LESSONS FOR SINGAPORE

Adrian T.H. Kuah

Lecturer in Strategic Management

Bradford University School of Management

Email: a.kuah@https://www.doczj.com/doc/c69235220.html,

Telephone: +44 (0) 1274 23 4336

Facsimile: +44 (0) 1274 23 5680ABSTRACT

This paper applies the Diamond to a major service cluster and finds that it is an effective tool for analysis that can be used as a framework for

other service sectors should nations seek to gain competitive advantage. The London case points

to the successful conditions of financial clustering, with reported benefits from incumbents. This revelatory case suggests to policy makers whether Singapore should focus on a few industries to merely gain cost competitiveness, or should she focus on increasing her critical mass and financial service provision to increase her international competitiveness.

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INTRODUCTION

In1990, Michael Porter posed a fundamental and challenging question - why do some nations succeed whilst others fail in international competition? Whilst some (Budd and Hirmis, 2004; Davies and Ellis, 2000) find his arguments contentious, his work remains an important and compelling part of the academic landscape on competitive advantage. Porter emphasises clustering as an important global phenomenon and outlines ‘how the operation of particular clusters promotes growth and competitiveness’(Cumbers and MacKinnon, 2004: 961). Here, Porter’s (1990) Diamond is used to organise this argument and drive out the conclusions on financial clustering for the practice and policy of international competitiveness in financial services for Singapore.

While there are many studies on manufacturing and high-tech clusters (Saxenian, 1994; Porter, 1990; Piore and Sable, 1984), the importance of services cluster is often ignored. The financial service industry is sometimes perceived as a trade-intermediation activity rather than a national industry i.The literature on major financial centres suggests that there are ten ‘alpha’ cities already with leading financial centres. They include London, New York, Tokyo, Hong Kong and Singapore. World cities experts (Friedman, 1986; Beaverstock, Smith and Taylor, 1999) typically associate major cities with significant agglomeration of producer services, but none considers such agglomeration as clusters that would lead to the competitive advantage of nations and firms. Hence, a case study on London Financial Centre would provide a role model on competitive advantage for other services cluster.

The London Financial Centre (the “LFC”) forms an ‘exemplary’ case (Yin, 2003: 13; Stake, 2000) of clustering, as the phenomenon is noticeable at the point of reference by many (Gordon and McCann, 2000; Taylor, Beaverstock, Cook, Pandit, Pain and Greenwood, 2003). The case, through the lens of the Diamond, is ‘revelatory’ (Yin, 1994;

41), as none has performed an analysis on this international service cluster. Swann (2006: 153) places the case study as an examination of a unit of analysis using multiple sources of data to present a mutually consistent evidence of the unit or to preserve anomalous views ii.

This paper reveals how Porter’s Diamond influences the service clusters and whether there could be theoretical and analytical generalisation of the Porterian concept. It draws some important lessons for successful financial clustering by first understanding this phenomenon and its determinants, and latterly to inform Singapore of her continued industry development after an initial five-year financial liberalisation programme (1999-2003). Singapore has decided to focus on wealth management, global processing and private banking, and this paper questions her rationale.

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FIGURE 1 THE DETERMINANTS OF NATIONAL COMPETITIVE ADVANTAGE SOURCE: ADAPTED FROM PORTER, 1998a;b;c

The theory states that competitive advantage arises from a value creating proposition of a firm or a nation, possibly by managing its strategy for competition (Porter, 1980) or by managing its value creating activities (Porter, 1985). Barney (1991) contends that competitive advantage can be derived from rare, unique and heterogeneous resources that firms can translate into capabilities that are valued. Porter (1990) however reasons that a nation’s most globally competitive industries are likely to be geographically clustered within the nation and it is the quality of the environment- its factor conditions, its demand conditions, the presence of related and supporting industries, and the firms’ structure and rivalry within - that help incumbents achieve a high and rising level of productivity in a particular field. The four conditions form the determinants of clustering often referred to as the Diamond. Porter (1998a) introduces two external drivers, the roles of government and chance, which may influence such conditions; this paper focuses on the four main determinants (See Figure 1) on the services cluster.

The following sections illustrate how the quality of the environment plays a crucial role in helping incumbents in the LFC attain a superior advantage in terms of resources and value creation.

ENDOWMENT OF FACTOR CONDITIONS

The strategic location of London some forty miles from the Thames estuary was an endowed factor condition for trade and financial intermediation. The earliest English banks were money scriveners and goldsmiths in London in the late 17th century, who provided monarchs and merchants with funds for their trade ventures. The financial activities were concentrated in a square mile, which during these early years was the full extent of the City of London (the “City”). Other historical events that have helped shape the LFC were the legislation on monetary control, the growth of regional banking

in the 19th century (Collins, 1988), and the specialisation of industries and the beginning of international banking activities in the early 20th century (Jones, 1982). A recent critical event, the

Big Bang of 1986, removed barriers to competition and helped the City exploit the full potential of its historic specialisation in banking and the financial markets.

Today’s important factor conditions, however, are created by sophisticated industries in advanced economies (Porter, 1998a). Specialised and advanced factors are needed to compete in a particular industry, and can result in sustainable competitive advantage for the firm if the provision

is strong, inimitable, and not easy replicated at a different location or by a different firm. One

unique provision from the LFC is the labour

pooling effects. About one in three London residents work in financial and business services (ONS, 2001), with about 500,000 commuters travelling to work in London on a daily or weekly basis (GLA, 2005).

Figure 2 shows that the LFC employs about 1.12 million workers in 2001, of which about 41.90% work in banks, building societies and bank representative offices. The large agglomeration of banks and financial industries in London results in the pooling of specialised labour,which is a resource for incumbents as this may not be easily available elsewhere. The labour pool from which London can draw is one of London’s greatest

assets according to the banks as they reveal that

the pulling power of London’s fluid labour market “is one of the most important engines of cluster dynamism”(Taylor et al., 2004).

London’s reputation arising from financial

clustering continues to attract a talented and

skilled workforce (Clark, 2002) creating a path-

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FIGURE 2 BREAKDOWN OF LONDON’S FINANCIAL SERVICES EMPLOYMENT IN 2001

SOURCE: CALCULATED FROM FAME

dependency effect. Higher labour mobility within the financial services results in knowledge diffusion in the cluster (Taylor et al., 2003). By relocating or having a presence in the cluster, incumbents are able to access the knowledge accumulated and benefit from the transmission of architectural and component knowledge (Tallman, Jenkins, Henry, and Pinch., 2004) - a condition that may be rarer and non-transferable elsewhere.

The Greater London Authority (the “GLA”) finds that labour productivity in the banking, insurance and other financial services is approximately 40% higher than the rest of Britain (GLA, 2005: 9). The Government suggests that the higher productivity is aided by the ‘physical closeness and density of firms’ in London (Strategy Unit, 2003: 11). Higher productivity is the competitive advantage that a clustered location offers to incumbents (Porter, 1998c). Increased productivity may be a positive impact of competition that may not be transferred to other geographical spaces. Taylor et al. (2003: 34) point out that “the advantages of the cluster...mean that it is unusually productive and so more resources flow into it which further re-enforce its advantages”.One can suggest that being part of a large service cluster allows workers to productively access information, technology and institutions, and co-ordinate with other firms both horizontally and vertically. Gordon and McCann (2000: 523) find that one eighth of respondents in London’s financial services perceive “increased opportunities for interaction or co-operation”,while Taylor et al.(2003:38) find the process of face-to-face contact is very important in financial services.

A vibrant, young and diverse labour force also promotes the dynamism that is much needed by the global financial services industry. One banker stressed “as a financial centre, London is an open society that is accepting to overseas people and to business”(Taylor et al., 2003: 32). The profile of London’s labour force is certainly different from the rest of the UK, there is: a higher skill profile (London Development Partnership, 1999: 2); a younger age profile and higher ethnicity mix (Gordon, Travers and Whitehead, 2003: 6); and higher productivity especially in the service sector (GLA, 2005). Another respondent sees “London as having the greatest ethnic diversity of any of the locations in which they operated, at least as far as the relevant labour market is concerned”(Taylor et al., 2003: 34).

The LFC has one of the best regulatory environments amongst other financial centres in New York, Paris and Frankfurt (Lascelles, 2003:15), with a fairly liberal but fragmented regulatory regime (London Development Partnership, 1999: 28). The regulator is thought to be ‘competent’ with a ‘lightness of touch’ in a survey of 350 institutions (London Development Partnership, 1999). Such conditions may have attracted foreign firms to locate in London. Taylor et al.(2003) report that many banks evaluate proximity to professional institutions and the legal and regulatory institutions (the Bank of England and the Financial Services Authority) as an important advantage of their current location.

A strong and stable exchange rate favours investment and trade in financial products. Hence, signals from the Bank of England are often watched by many in the financial sector. Its presence in the cluster allows efficient financial transactions to take place due to Britain’s unique monetary system of discount houses existing along with the central bank. The presence of the Financial Services Authority and other professional bodies, both of which are funded by membership, is found to enhance the network effect, where financial services workers find it easier to enjoy information externalities through increased opportunities for interaction and co-

operation(Gordon and McCann, 2000). Self-regulation and dialogue also take place amongst incumbents. Thereby, it is suggested that one needs to be in the cluster in order to benefit from such externalities. It is evident that the social network model is present (Gordon and McCann, 2000) due to the presence of a number of

‘institutions for collaboration’ (Porter, 1998a). Such institutions promote the formation of networks and create further opportunities for collaboration. The level of embeddedness is intensified due to these social relationships. Indeed, such institutions in the cluster may be essential determinants to promote cohesion resulting in the creation of a cluster ‘culture’that is inimitable.

Information and communication infrastructure is recognised as an important advanced factor condition for an international financial centre (Reed, 1981). There are evidence of strong IT and media clusters nearby, which not only support the financial cluster, but themselves are globally competitive and may promote the financial cluster iii.The quality of the transportation infrastructure is important if London is to rely on commuters to work in the cluster, to manage the residential population density,and to further attract foreign firms to locate in London. However, efficient transport remains London’s Achilles Heel.

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THE NEED FOR RELATED AND SUPPORTING INDUSTRIES

Figure 3 shows that the LFC is clustered mainly in the City. A few firms have relocated to Canary Wharf, which is seen as an extension to the City cluster (Taylor et al., 2003). The expansion of the financial cluster from the City to designated peripherals makes less the impact of rental increases and allows for the cluster to expand (Clark, 2002). Other supporting clusters to financial services, such as the legal and

accountancy clusters, are also located in the City.The existence of competitive supporting clusters in London may have an influence in London’s productivity if they are globally competitive, as they can add value to the incumbents’ value chain. Higher productivity eventually draws more resources, such as capital investments, to London as firms themselves are more profitable and can afford to invest more. Porter (1990) finds that internationally successful upstream and

downstream industries often co-exist at the same location, as the competitive supporting industries create advantages to downstream activities by delivering cost effective inputs and providing innovative and upgraded alternatives. More importantly, Porter (1998a: 176) emphasises,“Suppliers and end-users located near each other

can take advantage of short lines of

communication, quick and constant flow of information, and an ongoing exchange of ideas and innovation”.This advantage in proximity is something distant suppliers cannot match.Reed (1980) supports the importance of

competing and complementary institutions in an international financial centre. Many financial institutions place a major emphasis on the importance of proximity because London offers close physical contact with the primary financial markets (McKillop and Hutchinson, 1990). World class related industries can provide sources of technology, ideas, and potential competitors to the location, all of which can be advantageous to international competition (Yetton et al., 1992).The Government contends that similar and related firms in London allow firms to benefit from a larger labour pool, interaction with each other,intelligence sharing and better customer

attraction (Strategy Unit, 2003: 11). As seen in Figure 2, the LFC contains a good mix of related financial services industries with an industry

concentration index of 0.308. Insurance, trust and pension fund firms are reported to form 60% of institutional investors in the securities industry (McKenzie and Maslakovic, 2003: 7). Such

institutions are important buyers in the LFC and

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FIGURE 3 INTER-LOCKING CLUSTERS IN CENTRAL LONDON

SOURCE: STRATEGY UNIT, 2003: 11

the presence of financial markets enhances the feasibility of locating in London. Commercial banks’ clienteles are largely international, although 65% of lending is domestic with a quarter of this to local financial institutions (Maslakovic, 2004: 8). These activities support the need for most related financial industries to cluster together within the City.

QUANTUM AND SOPHISTICATION OF DEMAND Britain’s deficit in the balance of payment from manufacturing has increased from negative ￡12 bn in 1995 to negative ￡47 bn in 2003, while service industries provided the surplus to the national balance of payment. The main contributor to the surplus is mainly from financial services and business services of ￡30.7 bn in 2003 (IFSL, 2004:7). The UK financial service generated US$22.8bn of trade balance in 2002, much higher than Germany, Switzerland, the US and France. Of the financial services, the largest trade balance also comes from banking & other financial services of US$13.4bn and insurance of US$9.4bn in 2002 (IFSL, 2004: 7). This suggests a constant demand for, and supply of, the country’s currency - a pre-requisite of an international financial centre (Reed, 1981).

With the third largest banking industry deposit in the world (US$3.0 trillion in 2002), Britain’s banking deposit is only exceeded by the US

(US$4.5 trillion) and Japan (US$4.4 trillion) who have a larger domestic population (Maslakovic, 2004: 23). In 2003, the UK banking industry deposit totalled ￡3,748 billion, of which 40% came from overseas deposits. This suggests the very international nature of British commercial banks. The strong international orientation of the banking industry is also reflected by the fact that over 40% of the total assets of the UK bank industry were held in foreign currencies in 2003 (Maslakovic, 2004).

The LFC may be supported by strong domestic demand, however, Taylor et al.(2003: 26) argue that the London location is perceived to be reputable as this is a‘reliable signal conveying valuable information in the market’,especially for external customers and foreign rivals to place their monies in London. The size of home demand, whilst important, proves less significant than rising demand and the character of demand (Porter; 1998a:174). The International Financial Service London (the “IFSL”) estimates that net exports for financial services have increased by 65% from 1998 to 2003, of which insurance experienced the fastest growth rate of 125%, fund managers at 78%, securities dealers at 38%and banks at 17%. The increasing amount exported represents the rising demand in these industries.

Porter (1990) argues that the global success of an industry is more likely if the home segment is already sophisticated and demanding. The sophistication of demand may lead to fierce competition among domestic producers, and the need to produce the best products. Innovation in financial services is one of London’s success factors according to Drucker (1999). The invention of the credit card in the 1960s enabled commercial banks to survive despite much of the commercial loans business being siphoned off by newer financial institutions. The City has been innovative in the global derivatives industry over the last thirty years, but Drucker (1999) contends that commercial banks may need to continue innovating in order to succeed.

STRATEGY, STRUCTURE AND RIVALRY

The Department of Trade and Industry (the “DTI”) points to significant agglomeration of bank holding companies and banks in London that accounts for 66% and 34% of the UK banking industry employment respectively (DTI, 2001). The LFC is home to four of the largest15global banks in the world, with HSBC Holdings ranked 3rd and Royal Bank of Scotland ranked 7th in terms of

tier-one capital (See Figure 4). Nachum (1999) earlier suggests that national firms enjoy favourable access to the assets of their home country and use these to develop competitive advantages that deny their foreign counterparts from investing. The presence of one or a few strong domestic players is certainly important to a cluster as they help to attract and establish the supporting industries, create a form of competitive rivalry, and set the pace of competition for foreign entrants.

Taylor et al. (2003) find significant economies of agglomeration in London financial cluster and highlights that the LFC resembles a Hub-and-Spoke type of cluster (Markusen, 1996) with the large clearing banks and investment banks acting as central hubs. Notwithstanding the larger players, the London cluster also consists of many medium-size ‘boutique’ banks and financial institutions acting as spokes. Drucker (1999) emphasises the importance of the LFC to medium-size financial institutions as these institutions require the critical mass to supplement or support their competencies in terms of products, technology, marketing and customer services.

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The Big Bang removed the barriers of foreign ownerships in local institutions. A number of building societies (such as Halifax Group and Abbey National) became commercial banks. This is one of four factors according to Nachum (2003:1189) that enhances London’s international standing and attractiveness to foreign entrants.Figure 5 shows the total number of authorised banks continues to increase (Maslakovic, 2004:3). London remains a popular centre for foreign banks, with 287 foreign banks located there in March 2003iv ,demonstrating London’s attractiveness and open policy to foreign participation. Foreign financial institutions locating to the UK will almost entirely prefer to settle in London because of the “mutual benefits

arising from the concentration of financial firms in one location”(Molyneux, 1992: 668).

As such, the competitive rivalry continues to increase. Performance and profitability may be stifled due to more firms, some of whom bring with them a wealth of foreign experiences. On the contrary, Gordon and McCann (2000) report that a strong 37% of financial services

respondents in the City and Inner London agree on having the benefit of shared intelligence by being in the cluster. One interesting finding is that financial services firms would be more likely to see the advantage of shared intelligence if their main market was abroad. This is an

alternative reason to why foreign banks continue

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FIGURE 4 LARGEST BANKING HOLDING COMPANIES IN THE WORLD

FIGURE 5 NUMBER OF BANKS IN THE UK

to choose to locate in London. Other evidences also suggest that foreign banks are not stifled in the cluster, but enjoy better performance than domestic institutions (Nachum, 2003).

Competition in product markets is seen as a route to enhanced performance by a net 8% of financial services firms in London who perceive this as an advantage rather than a disadvantage due to proximity (Gordon and McCann, 2000: 524). Competition may spur firms to innovate more to meet the demands of competition in capturing customers. Taylor et al.(2003: 32) also find that ‘local rivalry’ is viewed as important and beneficial by the London’s commercial banks who are more likely to enjoy being near leading competitors.

Bank consolidation and economies of scale being eroded is not unique to this cluster. Although the size of institution is found to be important in attaining traditional economies (Clark, 2002, Taylor et al., 2003), by locating in London, smaller institutions may still attain certain economies of scale and scope- enhanced through inter-firm collaboration - when mergers are not in question. In a separate survey, more than 10% of financial services respondents perceive advantages from co-operation, sub-contracting and potential contacts, which indicate a strong level of embeddedness in the financial cluster in spite of intense competition (Gordon and McCann, 2000: 523). By working with competing and related industries in the cluster, new opportunities or needs may surface, resulting in a new demand or provision -as in the case of the financial derivatives industry -and a new strategic direction. In such cases, talent pool for growth or expansion can be easily obtained in the cluster.

CONCLUSION

The case study suggests that the Porterian Diamond can be used to analyse the services section and how clustering conditions have a significant influence on enhancing the international competitiveness of the services sector. The interaction between the clustering conditions has been found to result in the further creation of superior conditions in London, like the derivative software supporting industry and the increased productivity of the cluster, in line with Porter’s suggestion. However, the analysis also reveals some interesting deviations and insights as follows:

Domestic factor conditions such as the labour pooling effects and superior reputation has a path dependency effect in attracting further talent pool and increasing its reputation. Others conditions, such as a liberal and stable regulatory framework, strong IT and communication infrastructure, or financial stability are essential for firms’ pursuit of competitive advantage against international rivals in financial services, especially if they intend to compete internationally. There are significant clustering of related industries such as securities, insurance and fund management firms. Other industries that operate domestically, such as money brokers and discount houses, contribute to the effective financial system. The presence of competitive supporting clusters, such as the IT cluster, also draws foreign financial firms to London. Local suppliers, in this instance, play a crucial role in creating competitive advantage for the financial cluster, where closeness and proximity creates an integrated network within

the City, and there is less need for firms to vertically integrate with buyers and sellers to gain competitive advantage.

The LFC has a major share of world exports and the banking cluster’s share of national exports is very significant. Most importantly, the financial cluster is important to the UK economy, as it contributes a large positive trade balance and balance of payment. The deviation from Porter’s (1990) original argument is that strong home-based demand conditions seem less important, as the nature of the London cluster suggests an inimitable international orientation. There are many strong British and international banks anchoring the cluster. It is the competition from foreign rivals and the overall critical mass achieved in the banking industry that are determinants to competition and successful financial clustering in London.

RECOMMENDATIONS

This case study allows policy makers in London to better understand the clustering phenomena and captures what constitutes successful clustering through the lens of the Diamond. London, having developed a financial cluster over three centuries, serves as a role model for other financial centres. The case effectively points to important conditions for successful financial clustering from the environment, and matches with those benefits and needs that global industry players seek. Understanding the Porterian conditions will allow Singapore’s policy makers to gain international competitiveness and increase her ability to attract the critical mass to its financial centre. By understanding the quality of the environment and the needs of global industry players in London,

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WO R K I N G PA P E R S E R I E S

four key lessons are derived for Singapore:

1.To continue building upon her competitive

domestic factor conditions in political stability,

financial stability and transport infrastructure;

and to accelerate Singapore Infocomm

Development Authority’s strategy to advance

her information and communication

infrastructure.

2.To accept that high labour mobility occurs

both inside and outside the cluster and should

be promoted as the mechanism for knowledge

transfer and upgrade; and to continue

attracting talented workforce from abroad, by

understanding what conditions attract them

to work in Singapore, as reputation is path

dependent.

3.To increase the opportunities for interaction

and networking within the cluster by

establishing community and business

networks so that industry players can interact.

The financial centre should also seek to

achieve more active roles by the industry

players and self regulatory bodies (funded by

membership), which also acts as institutions

for collaboration.

4.To establish internationally competitive

upstream and downstream activities to aid the

cluster in creating a critical mass of activities,

but also to attain a good mix of related and

supporting industries, so that synergy can be

derived within the cluster v.

While some may argue that cluster policies are

difficult to implement (Andersson et al., 2004)

and the London conditions cannot be replicated

at another location, the key question for policy

makers is whether should Singapore focus on a

few niche industries such as global processing,

wealth management and private banking to

achieve cost competitiveness, or should Singapore

further look into increasing her critical mass and

range of related and supporting industries to

enhance her international competitiveness?

Focusing on a few niche industries may increase

scale economies and create cost competitiveness

in certain areas but will not have the further

reaching and longer standing benefits should

Singapore wants to succeed as an international

financial cluster.

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i Based on informal discussions with Yorkshire Forward and

the Singapore Economic Development Board; neither

government agency considered financial services in their

cluster planning and strategy.

ii This case study draws on multiple sources of information.

Thomas (2004) points out that a case study can achieve

particularisation: to understand the workings of a particular

example in depth. Published sources of evidence are used in

this case study as they are easily obtainable and reliable.

We used Scott’s (1990) criteria of authenticity, creditability,

representativeness and meaning to assess such

documentary evidence and archival records. The main

findings draw mainly from two surveys conducted by

Gordon and McCann (2000) and Beaverstock et al. (2003)

that are based on 3400 business respondents in London,

and 310 respondents from dominant financial services in

London respectively. The Diamond framework is ideal as

financial services clusters are open and tradeable like those

clusters in Porter’s (1990) work. The case achieves

particularisation, Swann (2006) contends that a deep

understanding of one example in economic studies is still

valuable.

iii London-based firms in the IT cluster develop bespoke

software products for big banks. The ability to produce

sophisticated software to match innovative financial

derivatives promotes an agglomeration of American and

European financial derivative firms in London.

iv This figure is much higher than New York and Paris, with

224 and 179 foreign banks respectively (Maslakovic, 2004:

24)

v A good example will be Singapore’s energy futures

derivative market arising as a result of competitiveness of

the oil refining and IT clusters.

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LIST OF WORKING PAPER TITLES

2007

07/23–Adrian T.H. Kuah

The Porterian Concept on the Case of London and its Lessons for Singapore 07/22–Franziska Bendisch, Gretchen Larsen & Myfanwy Trueman Branding People: Towards A Conceptual Framework

07/21–Belinda Dewsnap & David Jobber

Testing a Model of Marketing-Sales Relations

07/19–Dr Arjan Keizer

Change and Continuity in Japanese Employment Practices; Transformations In- and Outside the Internal Labour Market

07/16–Miguel Martinez Lucio & Robert Perrett

The Diversity of Social Inclusion: Trade Unions and Black and Minority Ethnic Workers in the Context of the UK

07/15–Christine A. Hope

Is There an Inverse Relationship Between Servcie Quality and Productivity or Not? It’s all in the Definition!

07/14–Prof. Jeryl Whitelock & Dr. Fernando Fastoso

International Branding: Analysis and implications of Three Decades of Past Research

07/13–Dr Arjan Keizer

Non-Regular Employment in Japan: Continued and Renewed Dualities

07/11–Elisa Chami-Castaldi, Nina Reynolds & Antje Cockrill Respondent-defined Scale Length: A Means of Overcoming Response Style Contamination?

07/10–Jo McBride & Miguel Martinez Lucio

Dimensions of Collectivism: the Re-making of Collectivism Within Current Debates on Employment and Work

07/09–Dr. Rana Tassabehji, Dr. James Wallace & Dr. Nelarine Cornelius E-Technology and the Emergent e-Environment: Implications for Organizational Form and Function

07/08–Enrique Murillo-Othon & David P Spicer

Searching the Usenet Network for Virtual Communities of Practice

07/07–Professor John M. T.Balmer

Identity Based Views of the Corporation: Insights from Corporate Identity, Organisational Identity,Social Identity,Visual Identity, Corporate Brands and Corporate Image

07/06–Jing Li, Richard Pike & Roszaini Haniffa

Intellectual Capital Disclosure in Knowledge Rich Firms: The Impact of Market and Corporate Governance Factors

07/05–Liz Breen

Reading Between the Lines or Papering Over the Cracks?

An Analysis of Risk in the Pharmaceutical Supply Chain in the NHS

07/04–Jo McBride

The Dynamics of power and Control in the Employment Relationship in Maritime Construction Industries on the River Tyne

07/03–Byung Il Park, Axèle Giroud & Hafiz Mirza

Knowledge Acquisition in IJVs: Has the Asia crisis changed the rules of the game in Korea?

07/02–Zahid Hussain, James Wallace & Jonathan Hughes

A Case Study of the Implementation of an Ideas Handling System for a Major Multinational Chemical Company

07/01–Robert Wapshott & David P Spicer

Much Ado About Nothing? Performance Management in a Small Firm: An Institutional Perspective

2006

06/48–Professor John M T Balmer

Introducing the Notion of Identity Based Views of the Corporation/ Identity Based Views of Corporate Brands

06/47–Zahid Hussain & Nelarine Cornelius

Change in Metaphorical Position of Organisational Stakeholders

06/46–Professor John M T Balmer

Management Cognition of Corpoarte Brand Management of Business Schools and the Link with Student Identification: A Tale of Two Cities and Eight Busiiness Schools

06/45–Linda O'Riordan & Jenny Fairbrass

Corporate Social Responsibility (CSR) Models and Theories in Stakeholder Dialogue

06/44–Jenny Fairbrass & Eshani Beddewela

Corporate Social Responsibility and Citizenship: A UK Business Response to National and International Challenges 06/43–Musa Mangena & Venanico Tauringana

Disclosure, Corporate Governence and Foreign Share Ownership on the Zimbabwe Stock Exchange

06/42–Professor Mark Freeman

The Practice of Estimating the Term Structure of Discount Rates

06/41–Kayhan Tajeddini, Myfanwy Trueman & Gretchen Larsen Examining the Effects of Market Orientation on Innovativeness

06/40–Mary Klemm & Dawn Burton

Tourists of Servants: The Portrayal of Ethnic Minorities in Tourism Brochures

06/39–Aya Fukushige & David P. Spicer

Leadership Preferences in Japan: An Exploratory Study

06/38–Professor John M.T. Balmer, Dr Kyoko Fukukawa & Professor Edmund R. Gray

The Nature and Management of Ethical Corporate Identity: Discussion Paper on Corporate Identity, Corporate Social Responsibility and Ethics

06/37–Professor John M T Balmer & Dr Helen Stuart

British Airways, the AC3ID Test TM and the Multiple Identities of the Corporation

06/36–Dr Christopher L Pass

Non-Executive Directors and the UK's New Combined Code on Corporate Governance

06/35–Professor John M.T. Balmer & Dr Mei-Na Liao

Shifting Loyalties and identition to Corporate Brand: An Exploratory

Case-study of Students Identification in Higher Education

06/34–Dr Chris Taylor

Making a Case: Detectives, Case Construction and Disclosure

06/33–Dr Shona Bettany

The Material-Semiotics of Consumption or Where (and What) are the Objects in Consumer Culture History?

06/32–Myfanwy Trueman & Diana Cook

Creativity and Regeneration: New Approaches to Old Problems in

Re-Branding Cities

06/31–Dr Jenny Fairbrass

UK businesses and CSR Policy: Shaping the debate in the EU

06/30–Fernando Fastoso & Dr Jeryl Whitelock

The Standardisation of Advertising in the Mercosur:

A Process Oriented Perspective

06/29–Shona Bettany

Feminist epistemology meets the masculinity of marketing and consumer knowledge: a contemporary rendering of a decade-long debate

06/28–Chengang Wang, Yingqi Wei & Xiaming Liu

Does China Rival its Neighboring Economies for Inward FDI?

06/26–Miguel Martínez Lucio & Robert Perrett

Linking up? The Different Realities of Community Unionism

06/25–Gonzalo E Shoobridge&Alexander T Mohr

Ethnic diversity and export performance of SMEs

06/24–Jing Li, Richard Pike, & Ros Haniffa

Intellectual Capital Disclousres in Corporate Annual Reports:

A European Comparison

06/23–Dr Liz Breen

Can Customer Non-Compliance Undermine Reserve Logistics Systems? –

A Preliminary Investigation and Analysis

06/22–Xiaming Liu, Yingqi Wei, Chengang Wang & Bo Lui

Foreign Direct Investment, Transactional Linkages and Productivity Spillovers in Chinese Manufacturing

06/21–Dr Chris Taylor

Advance Disclosure and the Culture of the Investigator:

The Good Idea That Never Quite Caught On?

06/20–Alexander Mohr,Jonas Puck&David Rhyl

An Empirical Analysis of Managers’ Adjustment to Working in Multi-National Project Teams in the Pipeline and Plant Construction Sector

06/19–Professor John M.T. Balmer

Comprehening Corporate Identity, Corporate Brand Management

and Corporate Marketing

06/18–Laura Martínez Caro & Ellen Roemer

Developing a Multidimensional and Hierarchical Service Quality Model

for the Travel and Tourism Industry

06/17–Dr James Wallace, Dr Rana Tassabehji & Dr Nelarine Cornelius

A Statistical Analysis of Corporate Social Responsibility, Corporate

Identity and Ethics Teaching in Business Schools

15

WO R K I N G PA P E R S E R I E S

06/16–Robert Perrett & Miguel Martínez Lucio

Networks, Communities and the Representation of Black and Minority Ethnic Workers in Employment Relations: The realities of community politics and trade unions

06/15–Christine A Hope & Tamsin L Potter

A Comparison of Operations Management in Hotels in Germany and the UK

06/14–Tietze, S., Musson, G., & Scrurry, T.

Invisible Aspects of Homeworking Practices and Managing the WorkLifeBalance: An Empirical Investigation in Two Case Organisations 06/13–Myfanwy Trueman & Nelarine Cornelius

Hanging Baskets or Basket Cases? Managing the Complexity of City Brands and Regeneration

06/12–Dr Christopher Pass

The Revised Combined Code and Coraporate Governance: An Emprical Survey of 50 LArge UK Companies

06/11–Professor John M T Balmer & Professor Stephen A Greyser Raising the Corporate Marketing Umbrella

06/10–Stephanie Hussels & Damian R Ward

The Impact of Deregulation on the German and UK Life Insurance Markets: An Analysis of Efficiency and Productivity Between 1991 – 2002 06/09–Melaine Baier, Gernot Graefe & Ellen Roemer

Screening New Service Ideas for Business Markets: The Case of IT Business Services

06/08–Professor John M T Balmer

Comprehending Corporate Marketing and the Corporate Marketing Mix 06/07–Shona Bettany

Steps Towards transformative Consumer Research Practice: A Taxonomy of Possible Reflexivities

06/06–Axèle Giroud & Jonna Scott-Kennel

Foreign-Local Linkages in International Business:

A Review and Extension of the Literature

06/05–Jenny Fairbrass, Linda O’Riordan & Hafiz Mirza

Corporate Social Responsibiity: Differing Definitions and Practice?

06/04–Professor John M T Balmer & Irene Thomson

Hilton. The Siamese Twins Syndrome and the Shared Ownership of Corporate Brands

06/03–Ke Peng

Does Liquidity Information Matter?

A View from Fixed Income Dealers

06/02–Dr Jenny Fairbass

Sustainable Development, Corporate Social Responsibility and Europeanisation of the UK Business Actors: Preliminary Findings

06/01–Christopher J S Gale

The UK Responseto Terrorism: Human Rights and a Wider Perspective

2005

05/43–Professor John M T Balmer

Corporate Brands: A Stretegic Management Framework

05/42–Professor John M T Balmer

Monarchical Perspectives on Corporate Brand Management

05/41–Gretchen Larsen, Rob Lawson & Sarah Todd

The Symbolic Consumption of Music

05/40–Professor John M T Balmer

The British Monarchy and Corporate Brand Management:

Historical Perspectives

05/39–Adrian Kuah & John Day

Revisiting the Porter Diamond: Applying Importance Performance Matrix to the Singaporean Financial Cluster

05/38–Jean-Marc Trouille

Towards a European Industrial Policy? French and German Strategies

05/37–Kyoko Fukukawa, Christine Ennew & Steve Diacon

An Eye for An Eye: Investigating the Impact of Consumer Perception of Corporate Unfairnwess on Aberrant Consumer Behavior

05/36–Dr Ellen Roemer

Customer Value in (A) Symmetric Buyer-Seller Relationships

05/35–Professor John M T Balmer

Comprehending the Constitutional Monarchies of Britain and Sweden: Issues of Trust and Corporate Brand Management

05/34–Christopher Maguire & Christine A Hope

The Forensic Sciences Service Post Monopoly – the Need to Understand Customer Expectations

05/33–Mr David Ginn & Professor M Zairi

The Role of QFD in Capturing the Voice of Customers 05/32–Axèle Giroud & Hafiz Mirza

Factors Determining Input Linkages Between Local Suppliers and Foreign Subsidiaries in South East Asia

05/31–Dr M Al Azmi & Prof M Zairi

Knowledge Management:A Proposed Taxonomy

05/30–Axèle Giroud & Hafiz Mirza

Multinational Enterprise Policies Towards International Intra-Firm Technology Transfer: The Case of Japanese Manufacturing Firms in Asia 05/29–Noor Azman Ali & Mohamed Zairi

Service Quality in Higher Education

05/28–Alexander T Mohr & Jonas F Puck

Control and trust as Organizing Principles of International Joint Venture 05/27–Dr A Al Nofal, Dr N Al Qmaim & Prof M Zairi

TQM: Theoretical Insights: Part 2

05/26–Dr A Al Nofal, Dr N Al Qmaim & Prof M Zairi

TQM: Theoretical Insights Part 1

05/25–Jeryl Whitelock & Hui Yang

An Empirical Analysis of Moderating Effects of Parent Control on International Joint Ventures Performance

05/24–Dr Ellen Roemer

View Your Customers as Real Options

05/23–Dr A Al Nofal, Dr N Al Qmaim & Prof M Zairi

Critical Factors of TQM: An Update on the Literature

05/22–L Chatziaslan, Dr L Breen & Dr M Webster

An Analysis of Power in Buyer-Supplier Relationships in the Pharmaceutical Supply Networks in the UK National Health Service and its Application to International Markets

05/21–Fernando Fastoso & Jeryl Whitelock

Policies and practices of International Advertising Standardisation in the Mercosur

05/20–Alwabel S A & Professor Zairi M

E-Commerce Critical Success Factors: A Cross-Industry Investigation

05/19–Alwabel S A,Ahmed A M & Professor Zairi M

The Evolution of ERP and its Relationship with E-Business

05/18–Alwabel S A & Professor Zairi M

The Web and its Impact on the Provision of Financial Services:

A Benchmarking Perspective of Saudi Banks

05/17–Alwabel S A & Professor Zairi M

Factors Influencing the Implementation of E-Commerce Technologies by Financing Services in Saudi Arabia – An Empirical Study

05/16–Andrew J Taylor & Damian R Ward

Consumer Attributes and the UK Market for Private Medical Insurance 05/15–Roszaini Haniffa, Mohammad Hudaib & Abdul Mailk Mirza UQUD & Accounting Policy Choice

05/14–Mohamed Zairi

TQM Sustainability:How to Maintain its Gains Through Transformational Change

05/13–Myfawny Trueman

Emotional Intelligence: The Relationship Between an Innovative Construct and Successful Training in Management Schools

(A Comparison Between German and British Contexts)

05/12–Nicholas J Ashill & David Jobber

Measuring Perceived Environmental Uncertainty:

Scale Development and Validation

05/11–David Jobber

The Social Psychology of Sales-Marketing Intergroup Relations:

An Empirical Investigation

05/10–Myfawny Trueman, Ali Bagg & Diana Cook

Anyone for Hanging Baskets? Re-Building Business Confidence and Shaping Socirty in a Multi-Ethnic City

05/09–Dr Rana Tassabehji

Managing E-Business Security: A Holistic Approach

05/08–Dr Myfanwy Trueman, Mirza Mohammed Ali Baig &

Dr Diana Cook

Who’s Listening? How a Misunderstanding about Communications Networks within the UK Asian Business Community can Impact on the Rejuvenation of a City Brand

05/07–Dr Hong-Wei He & Professor John M T Balmer

Identity Studies: Multiple Perspectives and Implications for Corporate-level Marketing

05/06–Robert Wapshott & David P Spicer

Seeking Evidence of HR Change Agents in SMEs –

A Preliminary Investigation

16

WO R K I N G PA P E R S E R I E S

05/05–Gretchen Larsen & Daragh O’Reilly

Music Festivals as Sales of Consumption: An Exploratory Study

05/04–Dr Hong-Wei He & Professor John M T Balmer

Identity Studies: Multiple Perspectives and Implications for Corporate-level Marketing

05/03–David P Spicer & Rusli Ahmad

Cognitive Processing Models in Performance Appraisal: Evidence From the Malaysian Education System

05/02–Alexander T Mohr & Jonas F Puck

How Can Firms Improve the Performance of Their International Joint Venture? Responding to Functional Diversity

05/01–David P Spicer

Culture in Change: A Case Study of a Merger Using Cognitive Mapping

2004

04/44–(not available)

04/43–Professor John M T Balmer & Professor Edmund R Gray Corporate Brands as Strategic Resources

04/42–Musa Mangena & Venanico Tauringana

A Study of the Relationship Between Audit Committee Charactistics and Voluntary External Auditor Involvement in UK Interim Reporting

04/41–Axèle Giroud & Hafiz Mirza

Multinational Enterprises and Local Input Linkages in South East Asia

04/40–Belinda Dewsnap & David Jobber

What Factors Affect Collaborations Between Sales and Marketing Department?

04/39–Dr Hong-Wei He & Professor John M T Balmer

The Oneworld Alliance Brand: A Preliminary Inquiry

04/38–Hairulliza Mohamad Judi, Roger Beach & Alan Paul Muhlemann Defining Manufacturing Flexibility: A Research Prerequiste

04/37–Professor W A Taylor

Relative Influence of Structure and process in Strategic Alliances:

An Empricial Study of the Software Sector

04/36–Dr Ellen Roemer

Guiding a Double-Edged Sword: Continuity versus Flexibility in Industrial Relationships

04/35–David P Spicer

Organisational Learning and Perfromance in SMEs

04/34–Aren Boschman & Margaret Webster

Outsourcing as an Operations Strategy in a National Conservation Agency: A Case Study from South African national Parks (SANParks)

04/33–Jo McBride & John Stirling

A New Industrial Relations in an Old Industry?

04/32–Roszaini Haniffa&Mohammad Hudaib

Disclosure Practices of Islamic Financial Institutions: An Exploratory Study 04/31–Professor John M T Balmer

The Corporate Branding Triumvarite: Values, Promise and Behaviour?

04/30–Christopher Pass

The Configuration of Long-Term Executive Directors Incentive Schemes: An Empirical Survey of Option and LTIP Practice in Large UK Companies 04/28–Ellen Roemer

Real Options and the Theory of the Firm

04/27–Deborah Allcock&Christopher Pass

Executive Incentive Pay Strategies in Entrepreneurial UK Initial Public Offering Companies: An Empirical Study

04/26–Professor John M T Balmer & Dr Helen Stuart

British Airways and Balmer’s AC3ID Test of Corporate Brand Management 04/25–Musa Mangena & Richard Pike

Shareholding of Audit Committee Members, Audit Committee Size and Expertise and the Quality of Interim Financial Reporting

04/24–Professor John M T Balmer, Stephen A Greyser & Mats Urde Monarchies as Corporate Brands

04/23–Nur Naha Abu Mansor, Mike Tayles & Richard Pike

The Role of Team-Realated Factors in Implementations Success of Activity-Based Costing Systems

04/22–Musa Mangena

On the Perceived Importance of Disclosure Items in UK Interim Financial Reports: Evidence from the Investment Analysis

04/21–Arvid Falgestad & Christine A Hope

Stakeholders in a Winter Sports Destination:

Identification and Prioritisation 04/20–Oliver Breiden, Hafiz R Mirza & Alexander T Mohr

Coping with the Job Abroad: A Correspondence Model of Expatraite

Work Adjustment

04/19–Michael Baum, Sandra Hogarth-Scott & Devashish Pujari

The Auction Flow: Goal-Directed and Experimental Flow Effects on User Experience in Online Auctioning

04/18–Hong-We He & John MT Balmer

The Saliency & Significance of Generic Identity:

An Exploratory Study of UK Building Societies

04/17–Professor John M T Balmer

The British Monarchy as a Corporate Brand: Heresy or Necessity?

04/16–Professor John M T Balmer

The British Monarchy: Does the British Crown as a Corporate Brand Fit?

04/15–Professor John M T Balmer

Dimensions and Associations of Corporate Identity: Insights from the

British Monarchy, the BBC and from Identity Consultancy

04/14–Edmund R Gray & John M T Balmer

The Sustainable Entrepreneur

04/13–Professor Zairi M, Dr Hogg L & Dr Ahmed A M

Introducing A New Innovation By Stimulating A Real Shopping Experience

04/12–Dr Al-Rasheed S, Professor Zairi M & Dr Ahmed A M

Getting in The Mind of The Customer: An Empirical Study of Consumer Behaviour in Retailing

04/11–Dr Al-Nofal A, Professor Zairi M & Dr Ahmed A M

Critical Factors of TQM: An International Comparative Benchmarking Analysis

04/10–Belinda Dewsnap & David Jobber

The Antecedents of Sales-Marketing Collaboration:

An Empirical Investigation

04/09–Mary Klemm & John Redfearn

Mission Statements: Do They Still Have a Role?

04/08–Taufiq Choudhry, Edward Ng & Ke Peng

Dynamic Interaction Among Asian Exchange Rates: Evidence From

Asian Financial Crisis

04/07–Zahid Hussain & Peter Prowse

Human Resource Information Systems (HRIS) as Means of Fulfilling Job Roles More Professionally for Human Resource (HR) Managers

04/06–Damian Ward

Measuring the Value of Differentiation In The UK Monthly Savings Market

04/05–Stephanie Hussels & Damian Ward

Cost Efficiency and Total Factor Productivity in the European Life Insurance Industry: The Development of the German Life Insurance Industry Over the Years 1991-2002

04/04–Axèle Giroud & Hafiz Mirza

Intra-firm Technology Transfer: The Case of Japanese Manufacturing

Firms in Asia

04/03–David Spicer

The Impact of Approaches to Learning and Cognition on Academic Performance in Business and Management

04/02–Hafiz Mirza & Axèle Giroud

Regionalisation, Foreign Direct Investment and Poverty Reduction:

The Case of ASEAN

04/01–Gretchen Larsen & Veronica George

The Social Construction of Destination Image – A New Zealand Film Example

2003

03/35–Alexander T Mohr & Jonas F Puck

Asymmetries in Partner Firms’ Perception of Key Variables and the Performance of International Joint Ventures

03/34–Hafiz Mirza & Axèle Giroud

The Impact of Foreign Direct Investment on the Economic Development

of ASEAN Economies: A Preliminary Analysis

03/33–Raissa Rossiter

Networks, Collaboration and the Internationalisation of Small and

Medium-Sized Enterprises: An Interdisciplinary Perspective on the

Network Approach – Part 1

03/32–Stephanie Hussels, Damian Ward & Ralf Zurbruegg

How Do You Stimulate Demand For Insurance?

03/31–Donal Flynn & Zahid I Hussain

A Qualitative Approach to Investigating the Behavioural Definitions of

the Four-Paradigm Theory of Information Systems Development

17

WO R K I N G PA P E R S E R I E S

03/30–Alexander T Mohr & Simone Klein

Adjustment V. Satisfaction – An Analysis of American Expatriate Spouses in Germany

03/29–David Spicer & Eugene Sadler-Smith

Organisational Learning in Smaller Manufacturing Firms

03/28–Alex Mohr & Markus Kittler

Foreign Partner Assignment Policy & Trust in IJVs

03/27–Avinandan Mukherjee & Rahul Roy

Dynamics of Brand Value Management of Entertainment Products – the Case of a Television Game Show

03/26–Professor Andrew Taylor

Computer-Mediated Knowledge Sharing and Individual User Difference: An Exploratory Study

03/25–Dr Axèle Giroud

TNCs Intra- and Inter-firms' Networks: The Case of the ASEAN Region 03/24–Alexander T Mohr & Jonas F Puck

Exploring the Determinants of the Trust-Control-Relationship in International Joint Ventures

03/23–Scott R Colwell & Sandra Hogarth-Scott

The Effect of Consumer Perception of Service Provider Opportunism

on Relationship Continuance Behaviour: An Empirical Study in Financial Services

03/22–Kathryn Watson & Sandra Hogarth-Scott

Understanding the Influence of Constraints to International Entrepreneurship in Small and Medium-Sized Export Companie

03/21–Dr A M Ahmed & Professor M Zairi

The AEQL Framework Implementation: American Express Case Study

03/20–Dr K J Bomtaia, Professor M Zairi & Dr A M Ahmed Pennsylvania State University Case Study:

A Benchmarking Exercise in Higher Education

03/19–Alexander T Mohr & Jonas F Puck

Inter-Sender Role Conflicts, General Manager Satisfaction and Joint Venture Performance in Indian-German Joint Ventures

03/18–Mike Tayles & Colin Drury

Profiting from Profitability Analysis in UK Companies?

03/17–Dr Naser Al-Omaim, Professor Mohamed Zairi & Dr Abdel Moneim Ahmed

Generic Framework for TQM Implementation with Saudi Context:

An Empirical Study

03/16–AM Al-Saud, Dr AM Ahmed & Professor KE Woodward Global Benchmarking of the Thrid Generation Telecommunication System: Lessons Learned from Sweden Case Study

03/15–Shelley L MacDougall & Richard Pike

Consider Your Options: Changes to Stratetic Value During Implementation of Advanced Manufacturing Technology

03/14–Myfanwy Trueman & Richard Pike

Building Product Value by Design. How Strong Accountants/Design Relationships Can Provide a Long-Term Competitive

03/13–Jiang Liu, Ke Peng & Shiyan Wang

Time Varying Prediction of UK Asset Returns

03/12–A M Ahmed, Professor M Zairi & S A Alwabel

Global Benchmarking for Internet & E-Commerce Applications

03/11–A M Ahmed, Professor M Zairi & Yong Hou

Swot Analysis for Air China Performance and Its Experience with Quality 03/10–Kyoko Fukukawa & Jeremy Moon

A Japanese Model of Corporate Social Responsibility?:

A study of online reporting

03/09–Waleed Al-Shaqha and Mohamed Zairi

The Critical Factors Requested to Implement Pharmaceutical Care in Saudit Arabian Hospitals: A Qualitative Study

03/08–Shelly MacDougall & Richard Pike

The Elusive Return on Small Business Investment in AMT: Economic Evaluation During Implementation

03/07–Alexander T Mohr

The Relationship between Inter-firm Adjustment and Performance in IJVs – the Case of German-Chinese Joint Ventures

03/06–Belinda Dewsnap & David Jobber

Re-thinking Marketing Structures in the Fast Moving Consumer Goods Sector: An Exploratory Study of UK Firms

03/05–Mohamed Zairi & Samir Baidoun

Understanding the Essentials of Total Quality Management:

A Best Practice Approach – Part 203/04–Deli Yang & Derek Bosworth

Manchester United Versus China: The “Red Devils” Trademark Problems in China

03/03–Mohamed Zairi & Samir Baidoun

Understanding the Essentials of Total Quality Management:

A Best Practice Approach – Part 1

03/02–Alexander T Mohr

The Relationship Between Trust and Control in International Joint Ventures (IJVs) – An Emprical Analysis of Sino-German Equity Joint Ventures

03/01–Mike Tayles & Colin Drury

Explicating the Design of Cost Systems

2002

02/34–Alexander T Mohr

Exploring the Performance of IJVs – A Qualitative and Quantitative Analysis of the Performance of German-Chinese Joint Ventures in the People’s Republic of China

02/33–John M T Balmer & Edmund Gray

Comprehending Corporate Brands

02/32–John M T Balmer

Mixed Up Over Identities

02/31–Zo? J Douglas & Zoe J Radnor

Internal Regulatory Practices: Understanding the Cyclical Effects within the Organisation

02/30–Barbara Myloni, Dr Anne-Wil Harzing & Professor Hafiz Mirza A Comparative Analysis of HRM Practices in Subsidiaries of MNCs and Local Companies in Greece

02/29–Igor Filatotchev

”Going Public with Good Governance’’: Board Selection and Share Ownership in UK IPO Firms

02/28–Axele Giroud

MNEs in Emerging Economies: What Explains Knowledge Transfer to Local Suppliers

02/27–Niron Hashai

Industry Competitiveness – The Role of Regional Sharing of Distance-Sensitive Inputs (The Israeli – Arab Case)

02/26–Niron Hashai

Towards a Theory of MNEs from Small Open Economics – Static and Dynamic Perspectives

02/25–Christopher Pass

Corporate Governance and The Role of Non-Executive Directors in Large UK Companies: An Empirical Study

02/24–Deli Yang

The Development of the Intellectual Property in China

02/23–Roger Beach

Operational Factors that Influence the Successful Adoption of Internet Technology in Manufacturing

02/22–Niron Hashai & Tamar Almor

Small and Medium Sized Multinationals: The Internationalization Process of Born Global Companies

02/21–M Webster & D M Sugden

A Proposal for a Measurement Scale for Manufacturing Virtuality

02/20–Mary S Klemm & Sarah J Kelsey

Catering for a Minority? Ethnic Groups and the British Travel Industry 02/19–Craig Johnson & David Philip Spicer

The Action Learning MBA: A New Approach Management Education 02/18–Lynda M Stansfield

An Innovative Stakeholder Approach to Management Education:

A Case Study

02/17–Igor Filatotchev,Mike Wright, Klaus Uhlenbruck,

Laszlo Tihanyi & Robert Hoskisson

Privatization and Firm Restructuring in Transition Economies:

The Effects of Governance and Organizational Capabilities

02/16–Mike Tayles, Andrew Bramley, Neil Adshead & Janet Farr Dealing with the Management of Intellectual Capital: The Potential Role of Strategic Management Accounting

02/15–Christopher Pass

Long-Term Incentive Schemes, Executive Remuneration and Corporate Perfomance

02/14–Nicholas J Ashill & David Jobber

An Empirical Investigation of the Factors Affecting the Scope of Information Needed in a MkIS

18

WO R K I N G PA P E R S E R I E S

02/13–Bill Lovell, Dr Zoe Radnor & Dr Janet Henderson

A Pragmatic Assessment of the Balanced Scorecard: An Evaluation use in a NHS Multi-Agency Setting in the UK

02/12–Zahid Hussain & Donal Flynn

Validating the Four-Paradigm Theory of Information Systems Development 02/11–Alexander T Mohr & Simone Klein

The Adjustment of American Expatriate Spouses in Germany –

A Qualitative and Quantative Analysis

02/10–Riyad Eid & Myfanwy Trueman

The Adoption of The Internet for B-to-B International Marketing

02/09–Richard Pike & Nam Cheng

Trade Credit, Late Payment and Asymmetric Information

02/08–Alison J Killingbeck & Myfanwy M Trueman

Redrawing the Perceptual Map of a City

02/07–John M T Balmer

Corporate Brands: Ten Years On – What’s New?

02/06–Dr Abdel Moniem Ahmed & Professor Mohamed Zairi Customer Satisfaction: The Driving Force for Winning Business Excellence Award

02/05–John M T Balmer & Stephen A Greyser

Managing the Multiple Identities of the Corporation

02/04–David Philip Spicer

Organizational Learning & The Development of Shared Understanding: Evidence in Two Public Sector Organizations

02/03–Tamar Almor & Niron Hashai

Configurations of International Knowledge-Intensive SMEs:

Can the Eclectic Paradigm Provide a Sufficient Theoretical Framework? 02/02–Riyad Eid, Myfanwy Trueman & Abdel Moniem Ahmed

The Influence of Critical Success Factors on International Internet Marketing

02/01–Niron Hashai

The Impact of Distance Sensitivity and Economics of Scale on the Output and Exports of Israel and its Arab Neighbours

2001

01/18–Christopher M Dent

Transnational Capital, the State and Foreign Economic Policy: Singapore, South Korea and Taiwan

01/17–David P Spicer & Eugene Sadler-Smith

The General Decision Making Style Questionnaire:

A Comfirmatory Analysis

01/16–David P Spicer

Expanding Experimental Learning: Linking Individual and Organisational learning, Mental Models and Cognitive Style

01/15–E Grey & J Balmer

Ethical Identity; What is it? What of it?

01/14–Mike Talyes & Colin Drury

Autopsy of a Stalling ABC System: A Case Study of Activity Based Cost Management and Performance Improvement

01/13–N Esho, R Zurbruegg, A Kirievsky & D Ward

Law and the Deminants of International Insurance Consumption

01/12–J Andrews Coutts & Kwong C Cheug

Trading Rules and Stock Returns: Some Preliminary Short Run Evidence from the Hang Seng 1985-1997

01/11–D McKechnie & S Hogarth-Scott

Linking Internal Service Encounters and Internal Transactions: Unravelling Internal Marketing Contract Workers

01/10–M Webster & D M Sugden

Operations Strategies for the Exploitation of Protected Technology: Virtual Manufacture as an Alternative to Outward licensing

01/09–Axèle Giroud

Buyer-Supplier Transfer and Country of Origin: An Empirical Analysis of FDI in Malaysia

01/08–Damian Ward

Do Independent Agents Reduce Life Insurance Companies’ Free Cash Flow? 01/07–Daragh O’Reilly

Corporate Images in ‘Jerry Maguire’: A Semiotic Analysis

01/06–Tony Lindley & Daragh O’Reilly

Brand Identity on the Arts Sector

01/05–M Trueman, J Balmer & D O’Reilly

Desperate Dome, Desperate Measures! Managing Innovation at London’s Millennium Dome 01/04–M Trueman, M Klemm, A Giroud & T Lindley

Bradford in the Premier League? A Multidisciplinary Approach to

Branding and Re-positioning a City

01/03–A Harzing

Self Perpetuating Myths and Chinese Whispers

01/02–M Webster

Supply Systems Structure, Management and Performance:

A Research Agenda

01/01–A Harzing

Acquisitions Versus Greenfield Investments: Exploring the Impact of the MNC’s International Strategy

2000

0031–John Ritchie & Sue Richardson

Leadership and Misleadership in Smaller Business Governance

0030–Mary Klemm

Tourism and Ethnic Minorities in Bradford: Concepts and Evidence

0029–(not available)

0028–(not available)

0027–Axèle Giroud

Determinant Factors of the Degree of Supply-Related Technology Transfer:

A Comparative Analysis Between Asian Affiliates

0026–A Cullen, M Webster & A Muhlemann

Enterprise Resource Planning (ERP) Systems: Definitions, Functionality and

the Contribution to Global Operations

0025–B Chennoufi & M Klemm

Managing Cultural Differences in a Global Environment

0024–(not available)

0023–Simon Best & Devashish Pujari

Internet Marketing Effectiveness:

An Exploratory Examination in Tourism Industry

0022–Dr Myfanwy Tureman

Divided Views,Divided Loyalties: Changing Customer Perceptions by Design 0021–Yasar Jarrar

Becoming World Class Through a Culture of Measurement

0020–David Spicer & Eugene Sadler-Smith

Cognitive Style & Decision Making

0019–Z J Radnor & R Boaden

A Test for Corporate Anorexia

0018–(not available)

0017–Peter Prowse

Public Service Union Recruitment Workplace Recovery or Stagnation in

a Public Services Union? Evidence From a Regional Perspective

0016–Yasar F Jarrar & Mohamed Zairi

Best Practice Transfer for Future Competitiveness:

A Study of Best Practices

0015–Mike Tayles & Colin Drury

Cost Systems and Profitability Analysis in UK Companies: Selected

Survey Findings

0014–B Myloni & A Harzing

Transferability of Human Resource Management Practices Across Borders: A European Reflection on Greece

0013–(not available)

0012–Nick J Freeman

Asean Investment Area: Progress and Challenges

0011–Arvid Flagestad & Christine A Hope

A Model of Strategic Success in Winter Sports Destinations:

the Strategic Performance Pyramid

0010–M Poon, R Pike & D Tjosvold

Budget Participation, Goal Interdependence and Controversy:

A Study of a Chinese Public Utility

0009–Patricia C Fox, John M T Balmer & Alan Wilson

Applying the Acid Test of Corporate Identity Management

0008–N Y Ashry & W A Taylor

Information Systems Requirements Analysis in Healthcare:

Diffusion or Translation?

0007–T Lindley, D O’Reilly & T Casey

An Analysis of UK Television Advertisements for Alcohol

0006–Eric Lindley&Frederick Wheeler

The Learning Square: Four Domains that Impact on Strategy

0005–K K Lim, P K Ahmed & M Zairi

The Role of Sharing Knowledge in Management Initiatives

19

WO R K I N G PA P E R S E R I E S

0004–C De Mattos & S Sanderson

Expected Importance of Partners’ Contributions to Alliances in Emerging Economies: A Review

0003–A Harzing

Acquisitions Versus Greenfield Investments: Both Sides of the Picture 0002–Stuart Sanderson & Claudio De Mattos

Alliance Partners’ Expectations Concerning Potential Conflicts and Implications Relative to Trust Building

0001–A Harzing

An Empirical Test and Extension of the Bartlett & Ghoshal Typology of Multinational Companies

1999

9922–Gerry Randell & Maria del Pilar Rodriguez

Managerial Ethical Behaviour

9921–N Y Ashry & W A Taylor

Requirements Analysis as Innovation Diffusion: A Proposed Requirements Analysis Strategy for the Development of an Integrated Hospital Information Support System

9920–C Hope

My Way’s The Right Way! Or, With Particular Reference to Teaching on Tourism Courses, is ‘Best Practice’ in Operations Management Dependent Upon National Culture?

9919–A Harzing

Of Bumble-Bees and Spiders: The Role of Expatriates in Controlling Foreign Subsidiaries

9918–N Y Ashry & W A Taylor

Who will take the Garbage Out? The Potential of Information Technology for Clinical Waste Management in the NHS

9917–D O’Reilly

Nice Video(?), Shame about the Scam… Paedagogical Rhetoric Meets Commercial Reality at Stew Leonard’s

9916–A Harzing

The European Monolith: Another Myth in International Management? 9915–S MacDougall & R Pike

The Influence of Capital Budgeting Implementation on Real Options:

A Multiple-Case Study of New Technology Investments

9914–C Pass, A Robinson & D Ward

Performance Criteria of Corporate Option and Long-Term Incentive Plans: A Survey of 150 UK Companies 1994-1998

9913–R Beach, A P Muhlemann, D H R Price, J A Sharp&A Paterson Strategic Flexibility and Outsourcing in Global networks

9912–H M stewart, C A Hope & A P Muhlemann

The Legal Profession, Networks and Service Quality

9911–J F Keane

Design and the Management Paradigms of Self-Organisation

9910–D O’Reilly

On the Precipice of a Revolution with Hamel and Prahalad

9909–S Cameron & D Ward

Abstinence, Excess, Success?: Alcohol, Cigarettes, Wedlock & Earnings 9908–M Klemm & J Rawel

Eurocamp – Strategic Development and Internationalisation in a European Context

9907–M Webster & R Beach

Operations Network Design, Manufacturing Paradigms

and the Subcontractor

9906–D Ward

Firm Behaviour and Investor Choice: A Stochastic Frontier Analysis of UK Insuramce

9905–D Ward, C Pass & A Robinson

LTIPS and the Need to Examine the Diversity of CEO Remuneration 9904–C Smallman

Knowledge Management as Risk Management: The Need for Open Corporate Governance

9903–R Beach, D Price, A Muhlemann & J Sharp

The Role of Qualitative Research in the Quest for Strategic Flexibility 9902–N Hiley & C Smallman

Predicting Corporate Failure: A Literature Review

9901–M Trueman

Designing Capital: Using Design to Enhance

and Control Technological Innovation 1998

9826–A Harzing

Cross-National Industrial Mail Surveys: Why do Response Rates Differ Between Countries?

9825–B Dewsnap and D Jobber

The Sales-Marketing Interface: A Synthesis of Theoretical Perspectives and Conceptual Framework

9824–C De Mattos

Advantageous Exectutives’ Characteristics in Establishing Biotechnology Alliances in an Emerging Economy: The Case of Brazil

9823–C A Howorth

An Empirical Examination of the Usefulness of the Cash Conversion Cycle 9822–A Harzing

Who’s in Charge? An Empirical Study of Executive Staffiing Practices in Foreign Subsidiaries

9821–N Wakabayashi & J Gill

Perceptive Differences in Interorganizational Collaboration and Dynamics of Trust

9820–C Smallman

Risk Perception: State of the Art

9819–C Smallman

The Breadth of Perceived Risk: Why Integrated Risk Management of Health, Safety & Environmental Risks is only the End of the Beginning 9818–P S Budhwar, A Popof & D Pujari

Evaluating Sales Management Training at Xerox in Greece:

An Exploratory Study

9817–W A Taylor

An Information-Based Perspective on

Knowledge Capture in Business Processes

9816–S Hogarth-Scott

Category Management Relationships:

Is it Really Trust Where Choice is Limited?

9815–W A Taylor

Sustaining Innovation in Organisations: Managing the Intangibles

A Study of TQM Implementation in Northern Ireland Organisations 1991-1996

9814–M Webster,A Muhlemann and C Alder

Subcontract Manufacture in Electronics Assembly:

A Survey of Industry Practice

9813–M J S Harry

Is Object-Orientation Subject-Oriented?: Conflicting and Unresolved Philosophies in Object-Oriented Information

Systems Development Methodology

9812–J Jackson

The Introduction of Japanese Continuous Improvement Practices to a Traditional British Manufacturing Site: The Case of RHP Bearings (Ferrybridge)

9811–C De Mattos

A Comparative Study Between Perceptions of British and German Executives, in the Biotechnology Sector, Relative to Potential Future Contributions of Greatest Importance to and from Transnational Alliance Partners in Emerging Economies

9810–J Martin-Hirsch & G Wright

The Cost of Customer Care – A Value Analysis of Service Delivery Approaches

9809–J Martin-Hirsch & G Wright

A Service Provider’s View of Success Factors in Alternative Service Stategies

9808–J Martin-Hirsch & G Wright

A Professional’s Evaluation of Alternative Service Delivery Regimes for Customer Care and Satisfaction

9807–J Martin-Hirsch & G Wright

A User’s Perspective of Alternative Service Delivery: A Comparative Study of the Evaluation of Service Strategies

9806–J Martin-Hirsch&G Wright

The Case for Choice in Health Care: A Comparison of Traditional and Team Midwifery in Effective Service Provision

9805–M Woods, M Fedorkow amd M Smith

Modelling the Learning Organisation

9804–W A Taylor

An Action Research Study of Knowledge Management in Process Industries 9803–C Singleton

Quantitative and Qualitative – Bridging the Gap Between Two Opposing Paradigms

20

WO R K I N G PA P E R S E R I E S

9802–R McClements & C Smallman

Managing in the New Millennium: Reflections on Change, Management and the Need for Learning

9801–P Eyre & C Smallman

Euromanagement Competencies in Small and Medium Sized Enterprises: A Development Path for the New Millenium

1997

9729–C Smallman

Managerial Perceptions of Organisational

Hazards and their Associated Risks

9728–C Smallman & D Weir

Managers in the Year 2000 and After: A Strategy for Development

9727–R Platt

Ensuring Effective Provision of Low Cost Housing Finance in India:

An In-Depth case Analysis

9726–(not available)

9725–(not available)

9724–S Estrin, V Perotin, A Robinson & N Wilson

Profit-Sharing Revisited: British and French Experience Compared

9723–(not available)

9722–R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp Facilitating Strategic Change in Manufacturing Industry

9721–R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp The Strategy Options in Manufacturing Industry: Propositions Based on Case Histories

9720 –A Giroud

Multinational Firms Backward Linkages in Malaysia: A Comparison between European and Asian Firms in the Electrical and Electronics Sector 9719–L Kening

Foreign Direct Investment in China: Performance, Climate and Impact 9718–H Mirza

Towards a Strategy for Enhancing ASEAN’s Locational Advantages for Attracting Greater Foreign Direct Investment

9717–B Summers & N Wilson

An Empirical Study of the Demand for Trade Credit in UK Manufacturing Firms

9716–R Butler & J Gill

Reliable Knowledge and Trust in Partnership Formation

9715–R Butler

Stories and Experiments in Organisational Research

9714–M Klemm & L Parkinson

British Tour Operators: Blessing or Blight

9713–C A Hope

What Does Quality Management Mean for

Tourism Companies and Organisations?

9712–S Hogarth-Scott & P Dapiran

Do Retailers and Suppliers Really have Collaborative Category Management Relationships?: Category Management Relationships in the UK and Australia

9711–C De Mattos

The Importance of Potential Future Contributions from/to Transnational Joint Venture Partners: Perception of Brazilian Managing Directors and Specialists Linked to Biotechnology

9710–N T Ibrahim & F P Wheeler

Are Malaysian Corporations Ready for Executive Information Systems? 9709–F P Wheeler & A W Nixon

Monitoring Organisational Knowledge in Use

9708 –M Tayles & C Drury

Scoping Product Costing Research: A Strategy for Managing the Product Portfolio – Cost System Design

9707–N Wilson, B Summers & C Singleton

Small Business Demand for Trade Credit, Credit Rationing and the Late Payment of Commercial Debt: An Empirical Study

9706–R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp The Management Information Systems as a Source of Flexibility:

A Case Study

9705–E Marshall

Business Ethics: The Religious Dimension

9704 –M Wright, N Wilson & K Robbie

The Longer Term Effects of Management-Led Buy-Outs 9703 –G Hopkinson & S Hogarth Scott

Quality of Franchise Relationships: The Implications of Micro Economic Theories of Franchising

9702–G C Hopkinson & S Hogarth-Scott

Channel Conflict: Critical Incidents or Telling Tales.

Methodologies Compared

9701–K Watson, S. Hogarth-Scott & N Wilson

Marketing Success Factors and Key Tasks in Small Business Development

1996

9619–B Summers & N Wilson

Trade Credit Management and the Decision to use Factoring:

An Empirical Study

9618–M Hiley & H Mirza

The Economic Prospects of ASEAN : The Role of AFTA in the Future Development of the Region

9617–A Brown

Prospects for Japanese Foreign Direct Investment in Thailand

9616–H Mirza, K H Wee & F Bartels

The Expansion Strategies of Triad Corporations in East Asia

9615–M Demirbag & H Mirza

Inter-Partner Reliance, Exchange of Resources & Partners’ Influence on

J’V’s Strategy

9614–R H Pike & N S Cheng

Motives for Investing in Accounts Receivable: Theory and Evidence

9613-R H Pike & N S Cheng

Business Trade Credit Management: Experience of Large UK Firms

9612–R Elliott, S Eccles & K Gournay

Man Management? Women and the Use of Debt to Control

Personal Relationships

9611–R Elliott, S Eccles & K Gournay

Social Support, Personal Relationships & Addictive Consumption

9610 –M Uncles & A Manaresi

Relationships Among Retail Franchisees and Frachisors:

A Two-Country Study

9609–S Procter

Quality in Maternity Services:

Perceptions of Managers, Clinicians and Consumers’

9608 –S Hogarth-Scott & G P Dapiran

Retailer-Supplier Relationships: An Integrative Framework Based on Category Management Relationships

9607–N Wilson, S Hogarth-Scott & K Watson

Factors Contributing to Entrepreneurial

Success in New Start Small Businesses

9606–R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp

The Evolutionary Development of the Concept Manufacturing Flexibility 9605–B Summers

Using Neural Networks for Credit Risk Management:

The Nature of the Models Produced

9604–P J Buckley&M Carter

The Economics of Business Process Design: Motivation, Information & Coordination Within the Firm

9603–M Carter

Is the Customer Always Right?

Information, Quality and Organisational Architecture

9602–D T H Weir

Why Does the Pilot Sit at the Front? And Does it Matter?

9601–R A Rayman

A Proposal for Reforming the Tax System

1995

9506–A L Riding & B Summers

Networks that Learn and Credit Evaluation

9505–R A Rayman

The Income Concept: A Flawed Ideal?

9504–S Ali & H Mirza

Market Entry Strategies in Poland: A Preliminary Report

9503–R Beach, A P Muhlemann, A Paterson, D H.R Price & J A Sharp

An Adaptive Literature Search Paradigm

9502 –A S C Ehrenberg & M Uncles

Direchlet-Type Markets: a Review, Part 2: Applications & Implications

9501–M Uncles & A S C Ehrenberg

Direchlet-Type Markets: A Review, Part 1: Patterns and Theory

21

WO R K I N G PA P E R S E R I E S

Excel常用函数及使用方法

excel常用函数及使用方法 一、数字处理 （一）取绝对值：=ABS(数字) （二）数字取整：=INT(数字) （三）数字四舍五入：=ROUND(数字,小数位数) 二、判断公式 （一）把公式返回的错误值显示为空： 1、公式：C2=IFERROR(A2/B2,"") 2、说明：如果是错误值则显示为空，否则正常显示。 （二）IF的多条件判断 1、公式：C2=IF(AND(A2<500,B2="未到期"),"补款","") 2、说明：两个条件同时成立用AND,任一个成立用OR函数。 三、统计公式 （一）统计两表重复 1、公式:B2=COUNTIF(Sheet15!A:A,A2) 2、说明：如果返回值大于0说明在另一个表中存在，0则不存在。 （二）统计年龄在30~40之间的员工个数 公式=FREQUENCY(D2:D8,{40,29} （三）统计不重复的总人数 1、公式：C2=SUMPRODUCT(1/COUNTIF(A2:A8,A2:A8)) 2、说明：用COUNTIF统计出每人的出现次数，用1除的方式把出现次数变成分母，然后相加。

（四）按多条件统计平均值 =AVERAGEIFS(D:D,B:B,"财务",C:C,"大专") （五）中国式排名公式 =SUMPRODUCT(($D$4:$D$9>=D4)*(1/COUNTIF(D$4:D$9,D$4:D$9))) 四、求和公式 （一）隔列求和 1、公式：H3=SUMIF($A$2:$G$2,H$2,A3:G3) 或=SUMPRODUCT((MOD(COLUMN(B3:G3),2)=0)*B3:G3) 2、说明：如果标题行没有规则用第2个公式 （二）单条件求和 1、公式：F2=SUMIF(A:A,E2,C:C) 2、说明：SUMIF函数的基本用法 （三）单条件模糊求和 说明：如果需要进行模糊求和，就需要掌握通配符的使用，其中星号是表示任意多个字符，如"*A*"就表示a前和后有任意多个字符，即包含A。 （四）多条求模糊求和 1、公式：=SUMIFS(C2:C7,A2:A7,A11&"*",B2:B7,B11) 2、说明：在sumifs中可以使用通配符* （五）多表相同位置求和 1、公式：=SUM(Sheet1:Sheet19!B2) 2、说明：在表中间删除或添加表后，公式结果会自动更新。

虚拟声卡驱动程序VirtualAudioCable使用方法

一：安装软件 点击 选择是（Y） 选择I accept 选择Install 安装成功，点击“确定”按钮即完成安装。 二、软件的设置 点击桌面开始按钮所有程序---Virtual Audio Cable —Control panel 进入软件初始化 设置。 在Cables 中选择1（即首次设置一个虚拟通道），点击旁边的Set 按钮生成通道Cable1. 在参数设置区将Line 、Mic （可选可不选）、S/PDIF （可选可不选）三个选项后面的方框打钩，选中之后点击参数设置区内的设置按钮Set ，即完成了，对虚拟声卡通道1 的设置。 鼠标右键点击桌面右下角的喇叭------ 调整音频属性---- < 或者点击开始—控制面板--- 声音、 语音和音频设备--- 声音和音频设备>弹出： 选择语音 此时语音部分的设置为原系统默认的设备，保持不变。 选择音频： 改变声音播放、录音的选项内容：

如上图将声音播放、录音的默认设备全部改为Virtual Cable 1 。点击应用--- 确定即可。 三、打开录音机录音--- 录制电脑里播放出来的音频（不包含麦克风 里的声音） - 即“内录” 开始--- 所有程序—附件--- 娱乐--- 录音机 点击确定即可开始录音（注：此时可在电脑中打开相应的音频文件，开始录音） 此时音频波段显示有声音输入，但是电脑的耳机听不到正在播放的音频文件（属正常现象）。若想同时听到音频文件的内容点击桌面开始按钮所有程序---Virtual Audio Cable —Audio Repeater 。 修改为 点击Start 即可听到正在录制的音频文件。此时的录音即是通过虚拟声卡通道录制电脑里的声音的。 四、同时录电脑里播放的声音和麦克风收集的外部声音----- 即混录 <通过这种方法解决现有笔记本无“立体声混音”或“波形音”选项的问题> 在《三打开录音机录音--- 录制电脑里播放出来的音频（不包含麦克风里的声音）------------ 即“内录”》的同时，在打开一个irtual Audio Cable —Audio Repeater 窗口将其设置为： 即将外部麦克风收集的声音转移到虚拟声卡通道Cable1 中，同电脑里播放的声音一起被录音软件收录为音频文件。

VLOOKUP函数的使用方法

VLOOKUP函数的使用方法（入门级） 一、入门级 VLOOKUP是一个查找函数，给定一个查找的目标，它就能从指定的查找区域中查找返回想要查找到的值。它的基本语法为： VLOOKUP（查找目标，查找范围，返回值的列数，精确OR模糊查找) 下面以一个实例来介绍一下这四个参数的使用 例1：如下图所示，要求根据表二中的姓名，查找姓名所对应的年龄。 公式：B13 =VLOOKUP(A13,$B$2:$D$8,3,0) 参数说明： 1 查找目标：就是你指定的查找的内容或单元格引用。本例中表二A列的姓名就是查找目标。我们要根据表二的“姓名”在表一中A列进行查找。 公式：B13 =VLOOKUP(A13,$B$2:$D$8,3,0) 2 查找范围（VLOOKUP(A13,$B$2:$D$8,3,0) ）：指定了查找目标，如果没有说从哪里查找，EXCEL肯定会很为难。所以下一步我们就要指定从哪个范围中进行查找。VLOOKUP的这第二个参数可以从一个单元格区域中查找，也可以从一个常量数组或内存数组中查找。本例中要从表一中进行查找，那么范围我

们要怎么指定呢？这里也是极易出错的地方。大家一定要注意，给定的第二个参数查找范围要符合以下条件才不会出错： A 查找目标一定要在该区域的第一列。本例中查找表二的姓名，那么姓名所对应的表一的姓名列，那么表一的姓名列（列）一定要是查找区域的第一列。象本例中，给定的区域要从第二列开始，即$B$2:$D$8，而不能是$A$2:$D$8。因为查找的“姓名”不在$A$2:$D$8区域的第一列。 B 该区域中一定要包含要返回值所在的列，本例中要返回的值是年龄。年龄列（表一的D列）一定要包括在这个范围内，即：$B$2:$D$8，如果写成$B $2:$C$8就是错的。 3 返回值的列数（B13 =VLOOKUP(A13,$B$2:$D$8,3,0)）。这是VLOOKU P第3个参数。它是一个整数值。它怎么得来的呢。它是“返回值”在第二个参数给定的区域中的列数。本例中我们要返回的是“年龄”，它是第二个参数查找范围$B$2:$D$8的第3列。这里一定要注意，列数不是在工作表中的列数（不是第4列），而是在查找范围区域的第几列。如果本例中要是查找姓名所对应的性别，第3个参数的值应该设置为多少呢。答案是2。因为性别在$B$2:$D$8的第2列中。 4 精确OR模糊查找（VLOOKUP(A13,$B$2:$D$8,3,0) ），最后一个参数是决定函数精确和模糊查找的关键。精确即完全一样，模糊即包含的意思。第4个参数如果指定值是0或FALSE就表示精确查找，而值为1 或TRUE时则表示模糊。这里兰色提醒大家切记切记，在使用VLOOKUP时千万不要把这个参数给漏掉了，如果缺少这个参数默为值为模糊查找，我们就无法精确查找到结果了。 VLOOKUP函数的使用方法（初级篇）一、VLOOKUP多行查找时复制公式的问题 VLOOKUP函数的第三个参数是查找返回值所在的列数，如果我们需要查找返回多列时，这个列数值需要一个个的更改，比如返回第2列的，参数设置为2，如果需要返回第3列的，就需要把值改为3。。。如果有十几列会很麻烦的。那么能不能让第3个参数自动变呢？向后复制时自动变为2，3，4，5。。。 在EXCEL中有一个函数COLUMN，它可以返回指定单元格的列数，比如 =COLUMNS（A1）返回值1 =COLUMNS（B1）返回值2

excel 函数的公式语法和用法

SUMIF 函数的公式语法和用法。 说明 使用SUMIF函数可以对区域中符合指定条件的值求和。例如，假设在含有数字的某一列中，需要让大于5 的数值相加，请使用以下公式： =SUMIF(B2:B25,">5") 在本例中，应用条件的值即要求和的值。如果需要，可以将条件应用于某个单元格区域，但却对另一个单元格区域中的对应值求和。例如，使用公式=SUMIF(B2:B5, "John", C2:C5)时，该函数仅对单元格区域C2:C5 中与单元格区域B2:B5 中等于“John”的单元格对应的单元格中的值求和。注释若要根据多个条件对若干单元格求和，请参阅SUMIFS 函数。 语法 SUMIF(range, criteria, [sum_range]) SUMIF函数语法具有以下参数： range必需。用于条件计算的单元格区域。每个区域中的单元格都必须是数字或名称、数组或包含数字的引用。空值和文本值将被忽略。 criteria必需。用于确定对哪些单元格求和的条件，其形式可以为数字、表达式、单元格 引用、文本或函数。例如，条件可以表示为32、">32"、B5、32、"32"、"苹果" 或TODAY()。 要点任何文本条件或任何含有逻辑或数学符号的条件都必须使用双引号(") 括起来。如果条件为数字，则无需使用双引号。

sum_range可选。要求和的实际单元格（如果要对未在range 参数中指定的单元格求和）。 如果sum_range参数被省略，Excel 会对在range参数中指定的单元格（即应用条件的单元格）求和。 注释 sum_range 参数与range参数的大小和形状可以不同。求和的实际单元格通过以下方法确定：使用sum_range参数中左上角的单元格作为起始单元格，然后包括与range参数大小和形状相对应的单元格。例如： 如果区域是并且sum_range 是则需要求和的实际单元格是 A1:A5 B1:B5 B1:B5 A1:A5 B1:B3 B1:B5 A1:B4 C1:D4 C1:D4 A1:B4 C1:C2 C1:D4 可以在criteria参数中使用通配符（包括问号(?) 和星号(*)）。问号匹配任意单个字符； 星号匹配任意一串字符。如果要查找实际的问号或星号，请在该字符前键入波形符(~)。示例 示例1 如果将示例复制到一个空白工作表中，可能会更容易理解该示例。 如何复制示例？ 1.选择本文中的示例。

编译hello设备驱动程序详细过程

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Excel表格中的一些基本函数使用方法

Excel表格中的一些基本函数使用方法 一、输入三个“=”，回车，得到一条双直线； 二、输入三个“~”，回车，得到一条波浪线； 三、输入三个“*”或“-”或“#”，回车，惊喜多多； 在单元格内输入=now（）显示日期 在单元格内输入=CHOOSE(WEEKDAY(I3,2),"星期一","星期二","星期三","星期四","星期五","星期六","星期日") 显示星期几 Excel常用函数大全 1、ABS函数 函数名称：ABS 主要功能：求出相应数字的绝对值。 使用格式：ABS(number) 参数说明：number代表需要求绝对值的数值或引用的单元格。 应用举例：如果在B2单元格中输入公式：=ABS(A2)，则在A2单元格中无论输入正数（如100）还是负数（如-100），B2中均显示出正数（如100）。 特别提醒：如果number参数不是数值，而是一些字符（如A等），则B2中返回错误值“#VALUE！”。 2、AND函数 函数名称：AND 主要功能：返回逻辑值：如果所有参数值均为逻辑“真（TRUE）”，则返回逻辑“真（TRUE）”，反之返回逻辑“假（FALSE）”。

使用格式：AND(logical1,logical2, ...) 参数说明：Logical1,Logical2,Logical3……：表示待测试的条件值或表达式，最多这30个。 应用举例：在C5单元格输入公式：=AND(A5>=60,B5>=60)，确认。如果C5中返回TRUE，说明A5和B5中的数值均大于等于60，如果返回FALSE，说明A5和B5中的数值至少有一个小于60。 特别提醒：如果指定的逻辑条件参数中包含非逻辑值时，则函数返回错误值“#VALUE!”或“#NAME”。 3、AVERAGE函数 函数名称：AVERAGE 主要功能：求出所有参数的算术平均值。 使用格式：AVERAGE(number1,number2,……) 参数说明：number1,number2,……：需要求平均值的数值或引用单元格（区域），参数不超过30个。 应用举例：在B8单元格中输入公式： =AVERAGE(B7:D7,F7:H7,7,8)，确认后，即可求出B7至D7区域、F7至H7区域中的数值和7、8的平均值。 特别提醒：如果引用区域中包含“0”值单元格，则计算在内；如果引用区域中包含空白或字符单元格，则不计算在内。 4、COLUMN 函数 函数名称：COLUMN 主要功能：显示所引用单元格的列标号值。

EXCEL中常用函数及使用方法

EXCEL中常用函数及使用方法 Excel函数一共有11类：数据库函数、日期与时间函数、工程函数、财务函数、信息函数、逻辑函数、查询和引用函数、数学和三角函数、统计函数、文本函数以及用户自定义函数。 1.数据库函数 当需要分析数据清单中的数值是否符合特定条件时，可以使用数据库工作表函数。例如，在一个包含销售信息的数据清单中，可以计算出所有销售数值大于1,000 且小于2,500 的行或记录的总数。Microsoft Excel 共有12 个工作表函数用于对存储在数据清单或数据库中的数据进行分析，这些函数的统一名称为Dfunctions，也称为D 函数，每个函数均有三个相同的参数：database、field 和criteria。这些参数指向数据库函数所使用的工作表区域。其中参数database 为工作表上包含数据清单的区域。参数field 为需要汇总的列的标志。参数criteria 为工作表上包含指定条件的区域。 2.日期与时间函数 通过日期与时间函数，可以在公式中分析和处理日期值和时间值。 3.工程函数 工程工作表函数用于工程分析。这类函数中的大多数可分为三种类型：对复数进行处理的函数、在不同的数字系统（如十进制系统、十六进制系统、八进制系统和二进制系统）间进行数值转换的函数、在不同的度量系统中进行数值转换的函数。 4.财务函数 财务函数可以进行一般的财务计算，如确定贷款的支付额、投资的未来值或净现值，以及债券或息票的价值。财务函数中常见的参数： 未来值(fv)--在所有付款发生后的投资或贷款的价值。 期间数(nper)--投资的总支付期间数。 付款(pmt)--对于一项投资或贷款的定期支付数额。 现值(pv)--在投资期初的投资或贷款的价值。例如，贷款的现值为所借入的本金数额。 利率(rate)--投资或贷款的利率或贴现率。 类型(type)--付款期间内进行支付的间隔，如在月初或月末。 5.信息函数 可以使用信息工作表函数确定存储在单元格中的数据的类型。信息函数包含一组称为IS 的工作表函数，在单元格满足条件时返回TRUE。例如，如果单元格包含一个偶数值，ISEVEN 工作表函数返回TRUE。如果需要确定某个单元格区域中是否存在空白单元格，可以使用COUNTBLANK 工作表函数对单元格区域中的空白单元格进行计数，或者使用ISBLANK 工作表函数确定区域中的某个单元格是否为空。 6.逻辑函数 使用逻辑函数可以进行真假值判断，或者进行复合检验。例如，可以使用IF 函数确定条件为真还是假，并由此返回不同的数值。

EXCEL电子表格中四个常用函数的用法

EXCEL电子表格中四个常用函数的用法 (2010-01-16 09:59:27) 转载▼ 分类：Excel学习 标签： 杂谈 EXCEL电子表格中四个常用函数的用 法 现在介绍四个常用函数的用法：COUNT(用于计算单元格区域中数字值的个数)、COUNTA(用于计算单元格区域中非空白单元格的个数)、COUNTBLANK(用于计算单元格区域中空白单元格的个数)、COUNTIF(用于计算符合一定条件的COUNTBLANK单元格个数)。 结合例子将具体介绍：如何利用函数COUNTA统计本班应考人数(总人数)、利用函数COUNT统计实际参加考试人数、利用函数COUNTBLANK统计各科缺考人数、利用函数COUNTIF统计各科各分数段的人数。首先，在上期最后形成的表格的最后添加一些字段名和合并一些单元格，见图1。 一、利用函数COUNTA统计本班的应考人数(总人数) 因为函数COUNTA可以计算出非空单元格的个数，所以我们在利用此函数时，选取本班学生名字所在单元格区域(B3～B12)作为统计对象，就可计算出本班的应考人数(总人数)。 1．选取存放本班总人数的单元格，此单元格是一个经过合并后的大单元格(C18～G18)； 2．选取函数；单击菜单“插入/函数”或工具栏中的函数按钮f＊，打开“粘贴函数”对话框，在“函数分类”列表中选择函数类别“统计”，然后在“函数名”列表中选择需要的函数“COUNTA”，按“确定”按钮退出“粘贴函数”对话框。 3．选取需要统计的单元格区域；在打开的“函数向导”对话框中，选取需要计算的单元格区域B3～B13，按下回车键以确认选取；“函数向导”对话框图再次出现在屏幕上，按下“确定”按钮，就可以看到计算出来本班的应考人数(总人数)了。

虚拟设备驱动程序的设计与实现

虚拟设备驱动程序的设计与实现 由于Windows对系统底层操作采取了屏蔽的策略，因而对用户而言，系统变得 更为安全，但这却给众多的硬件或者系统软件开发人员带来了不小的困难，因为只要应用中涉及到底层的操作，开发人员就不得不深入到Windows的内核去编写属 于系统级的虚拟设备驱动程序。Win 98与Win 95设备驱动程序的机理不尽相同，Win 98不仅支持与Windows NT 5.0兼容的WDM(Win32 Driver Mode)模式驱动程序 ，而且还支持与Win 95兼容的虚拟设备驱动程序VxD(Virtual Device Driver)。下面介绍了基于Windows 9x平台的虚拟环境、虚拟设备驱动程序VxD的基本原理和 设计方法，并结合开发工具VToolsD给出了一个为可视电话音频卡配套的虚拟设备 驱动程序VxD的设计实例。 1．Windows 9x的虚拟环境 Windows 9x作为一个完整的32位多任务操作系统，它不像Window 3.x那样依 赖于MS-DOS，但为了保证软件的兼容性，Windows 9x除了支持Win16应用程序和 Win32应用程序之外，还得支持MS-DOS应用程序的运行。Windows 9x是通过虚拟机 VM(Virtual Machine)环境来确保其兼容和多任务特性的。 所谓Windows虚拟机（通常简称为Windows VM）就是指执行应用程序的虚拟环 境，它包括MS-DOS VM和System VM两种虚拟机环境。在每一个MS-DOS VM中都只运 行一个MS-DOS进程，而System VM能为所有的Windows应用程序和动态链接库DLL(Dynamic Link Libraries)提供运行环境。每个虚拟机都有独立的地址空间、寄存器状态、堆栈、局部描述符表、中断表状态和执行优先权。虽然Win16、Win32应用程序都运行在System VM环境下，但Win16应用程序共享同一地址空间， 而Win32应用程序却有自己独立的地址空间。 在编写应用程序时，编程人员经常忽略虚拟环境和实环境之间的差异，一般认为虚拟环境也就是实环境。但是，在编写虚拟设备驱动程序VxD时却不能这样做 ，因为VxD的工作是向应用程序代码提供一个与硬件接口的环境，为每一个客户虚 拟机管理虚设备的状态，透明地仲裁多个应用程序，同时对底层硬件进行访问。这就是所谓虚拟化的概念。 VxD在虚拟机管理器VMM(Virtual Machine Manager)的监控下运行，而VMM 实 际上是一个特殊的VxD。VMM执行与系统资源有关的工作，提供虚拟机环境（能产

Excel常用函数的使用方法

1、ABS函数 函数名称：ABS 主要功能：求出相应数字的绝对值。 使用格式：ABS(number) 参数说明：number代表需要求绝对值的数值或引用的单元格。 应用举例：如果在B2单元格中输入公式：=ABS(A2)，则在A2单元格中无论输入正数（如100）还是负数（如-100），B2中均显示出正数（如100）。 特别提醒：如果number参数不是数值，而是一些字符（如A等），则B2中返回错误值“#VALUE！”。 2、AND函数 函数名称：AND 主要功能：返回逻辑值：如果所有参数值均为逻辑“真（TRUE）”，则返回逻辑“真（TRUE）”，反之返回逻辑“假（FALSE）”。 使用格式：AND(logical1,logical2, ...) 参数说明：Logical1,Logical2,Logical3……：表示待测试的条件值或表达式，最多这30个。 应用举例：在C5单元格输入公式：=AND(A5>=60,B5>=60)，确认。如果C5中返回TRUE，说明A5和B5中的数值均大于等于60，如果返回FALSE，说明A5和B5中的数值至少有一个小于60。 特别提醒：如果指定的逻辑条件参数中包含非逻辑值时，则函数返回错误值“#VALUE!”或“#NAME”。 3、AVERAGE函数 函数名称：AVERAGE 主要功能：求出所有参数的算术平均值。 使用格式：AVERAGE(number1,number2,……) 参数说明：number1,number2,……：需要求平均值的数值或引用单元格（区域），参数不超过30个。

应用举例：在B8单元格中输入公式：=AVERAGE(B7:D7,F7:H7,7,8)，确认后，即可求出B7至D7区域、F7至H7区域中的数值和7、8的平均值。 特别提醒：如果引用区域中包含“0”值单元格，则计算在内；如果引用区域中包含空白或字符单元格，则不计算在内。 4、COLUMN 函数 函数名称：COLUMN 主要功能：显示所引用单元格的列标号值。 使用格式：COLUMN(reference) 参数说明：reference为引用的单元格。 应用举例：在C11单元格中输入公式：=COLUMN(B11)，确认后显示为2（即B列）。 特别提醒：如果在B11单元格中输入公式：=COLUMN()，也显示出2；与之相对应的还有一个返回行标号值的函数——ROW(reference)。 5、CONCATENATE函数 函数名称：CONCATENATE 主要功能：将多个字符文本或单元格中的数据连接在一起，显示在一个单元格中。 使用格式：CONCATENATE(Text1，Text……) 参数说明：Text1、Text2……为需要连接的字符文本或引用的单元格。 应用举例：在C14单元格中输入公式：=CONCATENATE(A14,"@",B14,".com")，确认后，即可将A14单元格中字符、@、B14单元格中的字符和.com连接成一个整体，显示在C14单元格中。 特别提醒：如果参数不是引用的单元格，且为文本格式的，请给参数加上英文状态下的双引号，如果将上述公式改为：=A14&"@"&B14&".com"，也能达到相同的目的。 6、COUNTIF函数 函数名称：COUNTIF 主要功能：统计某个单元格区域中符合指定条件的单元格数目。 使用格式：COUNTIF(Range,Criteria) 参数说明：Range代表要统计的单元格区域；Criteria表示指定的条件表达式。

sumifs函数多条件求和实例

s u m i f s函数多条件求和实 例 Prepared on 22 November 2020

sumifs函数多条件求和实例 内容提要：文章首先介绍sumifs函数基本用法，然后以一个综合的实例来剖析sumifs函数的详细深入使用。 第一部分，sumifs函数用法介绍 excel中sumifs函数是2007以后版本新增的多条件求和函数。 sumifs函数的语法是：SUMIFS(求和区域,条件区域1,条件1,[条件区域2,条件2],...) 说明：[]以内的条件区域2、条件2为可选参数。最多允许127个区域/条件对。 第二部分，sumifs函数实例介绍 项目一：客户A的销售额 =SUMIFS(C2:C10,A2:A10,A2) 项目二：客户A的1月份销售额 =SUMIFS(C2:C10,A2:A10,A2,B2:B10,B2) 项目三：客户A的1月份和3月份销售额 =SUM(SUMIFS(C2:C10,A2:A10,A2,B2:B10,{1,3})) 项目四：客户A和C的销售额 =SUM(SUMIFS(C2:C10,A2:A10,{"A","C"})) 项目五：客户A和C的1月份销售额合计 =SUM(SUMIFS(C2:C10,A2:A10,{"A","C"},B2:B10,B2)) 项目六：客户A的1月份和客户C的3月份销售额合计 =SUM(SUMIFS(C2:C10,A2:A10,{"A","C"},B2:B10,{1,3})) 项目七：客户A和客户C的1月份\3月份\4月份销售额合计 =SUM(SUMIFS(C2:C10,A2:A10,{"A","C"},B2:B10,{1;3;4}))

Excel 实验指导——函数的使用

实验八学生成绩表------数学函数、统计函数 一、实验目的 1、掌握数组公式、Sum()函数 2、掌握Averageif()和Sumif() 3、掌握COUNT()、COUNTA()、COUNTIF()、Countblank() 4、RANK.EQ 5、数据库函数的使用 二、实验内容 1、利用数组公式或Sum()函数来统计每个同学上学期的总分。 2、利用Averageif()和Sumif()统计平均分和总分。 3、利用统计函数统计班级人数，每门课程不及格人数，缺考科目数。 4、对班级同学的考试情况进行排名。 5、选择合适的数据库函数统计信息 三、实验任务 小王是班级学习委员，现正值新学期评优时期，班主任委托小王统计班级同学上学期的考试成绩情况。小王要应用函数分析学生信息、计算考试成绩，分析每科成绩的最高分、最低分和平均分，统计每个学生的总分排名，并统计不同寝室的学习情况。 本例效果图如图9- 1所示，小王需要完成的工作包括： （1）统计每个同学各门课程的总分并排名。 （2）统计每个寝室的平均分。 （3）统计每门课程的不及格人数和缺考人数。 （4）统计符合特定条件的学生信息。 图9- 1 学生成绩表效果图

9. 3 案例实现 9．3．1统计班级每个学生的考试总分 1．使用一般公式方法 公式是Excel工作表中进行数值计算的等式，公式输入是以“=”开始的，简单的公式有加、减、乘、除等计算。 我们可以在I3单元格中编辑公式，输入“=D3+E3+F3+G3+H3”，回车后即可，其他同学的总分可以通过填充柄拖动来求得。 2．数组公式计算总分 Excel中数组公式非常有用，尤其在不能使用工作表函数直接得到结果时，数组公式显得特别重要，它可建立产生多值或对一组值而不是单个值进行操作的公式。 输入数组公式首先必须选择用来存放结果的单元格区域（可以是一个单元格），在编辑栏输入公式，然后按Ctrl＋Shift＋Enter组合键锁定数组公式，Excel将在公式两边自动加上花括号“{}”。注意：不要自己键入花括号，否则，Excel认为输入的是一个正文标签。 利用数组公式计算I3：I32单元格的总分。选中I3：I32单元格，然后按下“=”键编辑加法公式计算总分，因为数组公式是对一组值进行操作，所以直接用鼠标选择D3：D32，按下“+”号，再用鼠标选择其余科目成绩依次累加，然后按Ctrl＋Shift＋Enter组合键完成数组公式的编辑，如图9- 2所示。 图9- 2 数组公式 在数组公式的编辑过程中，第一步选中I3：I32单元格尤为关键。绝不能开始只选中I3单元格，在最后用填充柄填充其他单元格，那样其他单元格的左上角将会出现绿色小三角，是错误的方法。 3．使用Sum()函数计算总分 Sum()求和函数，可以用来计算总分列。选择I3单元格，使用“公式”→“插入函数”或“自动求和”按钮，可选择Sum()函数，选中求和区域D3:H3，如图9- 3所示，按Enter 键，求和结果显示在单元格中。 通过填充操作完成其余各行总分的计算。

【优质文档】sumif函数的使用方法word版本 (2页)

【优质文档】sumif函数的使用方法word版本 本文部分内容来自网络整理，本司不为其真实性负责，如有异议或侵权请及时联系，本司将立即删除！ == 本文为word格式，下载后可方便编辑和修改！ == sumif函数的使用方法 sumif函数的使用方法 使用SUMIF函数可以对区域（区域:工作表上的两个或多个单元格。区域中的单元格可以相邻或不相邻。）中符合指定条件的值求和。例如，假设在含有数字 的某一列中，需要让大于5的数值相加，请使用以下公式： =SUMIF(B2:B25,">5") 在本例中，应用条件的值即要求和的值。如果需要，可以将条件应用于某个单 元格区域，但却对另一个单元格区域中的对应值求和。例如，使用公式 =SUMIF(B2:B5,"俊元",C2:C5)时，该函数仅对单元格区域C2:C5中与单元格区 域B2:B5中等于“俊元”的单元格对应的单元格中的值求和。 注释若要根据多个条件对若干单元格求和，请参阅SUMIFS函数。语法 SUMIF(range,criteria,[sum_range]) SUMIF函数语法具有以下参数（参数:为操作、事件、方法、属性、函数或过程 提供信息的值。）：range必需。用于条件计算的单元格区域。每个区域中的 单元格都必须是数字或名称、数组或包含数字的引用。空值和文本值将被忽略。criteria必需。用于确定对哪些单元格求和的条件，其形式可以为数字、表达式、单元格引用、文本或函数。例如，条件可以表示为32、">32"、B5、32、"32"、"苹果"或TODAY()。 要点任何文本条件或任何含有逻辑或数学符号的条件都必须使用双引号(")括起来。如果条件为数字，则无需使用双引号。sum_range可眩要求和的实际单元 格（如果要对未在range参数中指定的单元格求和）。如果sum_range参数被 省略，Excel会对在range参数中指定的单元格（即应用条件的单元格）求和。 注释sum_range参数与range参数的大小和形状可以不同。求和的实际单元格 通过以下方法确定：使用sum_range参数中左上角的单元格作为起始单元格， 然后包括与range参数大小和形状相对应的单元格。例如：如果区域是并且 sum_range是则需要求和的实际单元格是 A1:A5B1:B5B1:B5A1:A5B1:B3B1:B5A1:B4C1:D4C1:D4A1:B4C1:C2C1:D4可以在criteria参数中使用通配符（包括问号(?)和星号(*)）。问号匹配任意单个字符；星号匹配任意一串字符。如果要查找实际的问号或星号，请在该字符前键 入波形符(~)。注解使用SUMIF函数匹配超过255个字符的字符串时，将返回不正确的结果#VALUE!。示例示例1

VLOOKUP函数的使用方法(从入门到精通)

VLOOKUP函数的使用方法(入门级) VLOOKUP函数是Excel中几个最重函数之一，为了方便大家学习，兰色幻想特针对VLOOKUP 函数的使用和扩展应用，进行一次全面综合的说明。本文为入门部分 一、入门级 VLOOKUP是一个查找函数，给定一个查找的目标，它就能从指定的查找区域中查找返回想要查找到的值。它的基本语法为： VLOOKUP（查找目标，查找范围，返回值的列数，精确OR模糊查找) 下面以一个实例来介绍一下这四个参数的使用 例1：如下图所示，要求根据表二中的姓名，查找姓名所对应的年龄。 公式：B13 =VLOOKUP(A13,$B$2:$D$8,3,0) 参数说明： 1 查找目标：就是你指定的查找的内容或单元格引用。本例中表二A列的姓名就是查找目标。我们要根据表二的“姓名”在表一中A列进行查找。 公式：B13 =VLOOKUP(A13,$B$2:$D$8,3,0) 2 查找范围（VLOOKUP(A13,$B$2:$D$8,3,0) ）：指定了查找目标，如果没有说从哪里查找，EXCEL肯定会很为难。所以下一步我们就要指定从哪个范围中进行查找。VLOOKUP的这第二个参数可以从一个单元格区域中查找，也可以从一个常量数组或内存数组中查找。本例中要从表一中进行查找，那么范围我们要怎么指定呢？这里也是极易出错的地方。大家一定要注意，给定的第二个参数查找范围要符合以下条件才不会出错： A 查找目标一定要在该区域的第一列。本例中查找表二的姓名，那么姓名所对应的表一的姓名列，那么表一的姓名列（列）一定要是查找区域的第一列。象本例中，给定的区域要从第二列开始，即$B$2:$D$8，而不能是$A$2:$D$8。因为查找的“姓名”不在$A$2:$D$8区域的第一列。 B 该区域中一定要包含要返回值所在的列，本例中要返回的值是年龄。年龄列（表一的D列）一定要包括在这个范围内，即：$B$2:$D$8，如果写成$B$2:$C$8就是错的。 3 返回值的列数（B13 =VLOOKUP(A13,$B$2:$D$8,3,0)）。这是VLOOKUP第3个参数。它是一个整数值。它怎么得来的呢。它是“返回值”在第二个参数给定的区域中的列数。本例中我们

Excel中sumif和sumifs函数进行条件求和的用法

Excel中sumif和sumifs函数进行条件求和的用法 sumif和sumifs函数是Excel2007版本以后新增的函数，功能十分强大，实用性很强，本文介绍下Excel中通过用sumif和sumifs函数的条件求和应用，并对函数进行解释，希望大家能够掌握使用技巧。 工具/原料 Excel 2007 sumif函数单条件求和 1. 1 以下表为例，求数学成绩大于（包含等于）80分的同学的总分之和 2. 2 在J2单元格输入=SUMIF(C2:C22,">=80",I2:I22)

3. 3 回车后得到结果为2114，我们验证一下看到表中标注的总分之和与结果一致 4. 4 那么该函数什么意思呢？SUMIF(C2:C22,">=80",I2:I22)中的C2:C22表示条件数据列，">=80"表示筛选的条件是大于等于80，那么最后面的I2：I22就是我们要求的总分之和

END sumifs函数多条件求和 1. 1 还是以此表为例，求数学与英语同时大于等于80分的同学的总分之和 2. 2 在J5单元格中输入函数=SUMIFS(I2:I22,C2:C22,">=80",D2:D22,">=80")

3. 3 回车后得到结果1299，经过验证我们看到其余标注的总分之和一致 4. 4 该函数SUMIFS(I2:I22,C2:C22,">=80",D2:D22,">=80")表示的意思是，I2：I22是求和列，C2：C22表示数学列，D2：D22表示英语列，两者后面的">=80"都表示是大于等于80

END 注意 1. 1 sumif和sumifs函数中的数据列和条件列是相反的，这点非常重要，千万不要记错咯

EXCEL函数使用方法――积分下载下来的

EXCEL函数使用方法 1．求和函数SUM 语法： SUM（number1，number2，．．．）。 参数： number 1、number 2．．．为1到30个数值（包括逻辑值和文本表达式）、区域或引用，各参数之间必须用逗号加以分隔。 注意： 参数中的数字、逻辑值及数字的文本表达式可以参与计算，其中逻辑值被转换为1，文本则被转换为数字。如果参数为数组或引用，只有其中的数字参与计算，数组或引用中的空白单元格、逻辑值、文本或错误值则被忽略。 应用实例一： 跨表求和 使用SUM函数在同一工作表中求和比较简单，如果需要对不同工作表的多个区域进行求和，可以采用以下方法： 选中Excel XP“插入函数”对话框中的函数，“确定”后打开“函数参数”对话框。切换至第一个工作表，鼠标单击“number1”框后选中需要求和的区域。如果同一工作表中的其他区域需要参与计算，可以单击“number2”框，再次选中工作表中要计算的其他区域。上述操作完成后切换至第二个工作表，重复上述操作即可完成输入。“确定”后公式所在单元格将显示计算结果。 应用实例二：

SUM函数中的加减混合运算 财务统计需要进行加减混合运算，例如扣除现金流量表中的若干支出项目。按照规定，工作表中的这些项目没有输入负号。这时可以构造“=SUM （B2:B6，C2:C9，-D2，-E2）”这样的公式。其中B2:B6，C2:C9引用是收入，而 D2、E2为支出。由于Excel不允许在单元格引用前面加负号，所以应在表示支出的单元格前加负号，这样即可计算出正确结果。即使支出数据所在的单元格连续，也必须用逗号将它们逐个隔开，写成“=SUM（B2:B6，C2:C9，-D2，-D3，D4）”这样的形式。 应用实例三： 及格人数统计 假如B1:B50区域存放学生性别，C1:C50单元格存放某班学生的考试成绩，要想统计考试成绩及格的女生人数。可以使用公式“=SUM（IF（B1:B50=″女″，IF （C1:C50>=60，1，0）））”，由于它是一个数组公式，输入结束后必须按住Ctrl+Shift键回车。公式两边会自动添加上大括号，在编辑栏显示为“{=SUM（IF （B1:B50=″女″，IF（C1:C50& gt;=60，1，0）））}”，这是使用数组公式必不可少的步骤。 2.平均值函数AVERAGE 语法： AVERAGE（number1，number2，．．．）。 参数： number 1、number 2．．．是需要计算平均值的1～30个参数。 注意：

《设备驱动程序开发技术》大作业

《设备驱动程序开发技术》 大作业 WDM驱动程序的开发流程和要点班级：计算机科学与技术1004

摘要 DWDM(Windows Driver Model)是Microsoft公司推出的一种符合Windows2k/XP下的内核模式驱动程序的分层体系结构的驱动程序模式。它源于 Windows NT的分层32位设备驱动程序模型，它支持更多的特性，如即插即用（ PnP ，Plug and Play ）、电源管理（ PM ，Power Management ）、Windows管理诊断（ WMI ，Windows Management Instrumentation ）和 NT 事件。它为Windows操作系统的设备驱动程序提供了统一的框架，在Windows平台上，WDM将成为主流的驱动模式。WDM是Windows98和Windows2000使用的新的驱动程序设计规范。使用WDM使得硬件驱动程序更加稳定，让操作系统对硬件更加有效地控制硬件。除了定义一个驱动程序与操作系统连接的标准接口以外，WDM也指明了驱动程序应该采用的更加模块化的设计。 关键词： WDM、驱动程序、操作系统

1 概述 WDM(Windows Driver Model)是Microsoft公司推出的一种符合Windows2k/XP下的内核模式驱动程序的分层体系结构的驱动程序模式。相对于以前的KDM、VXD来说，它的性能更高、系统之间移植更加方便。随着Microsoft的操作系统的不断升级，WDM已逐步取代了KDM、VXD，成为了Microsoft系统下驱动程序开发的主流。 WDM是通过一个128位的全局唯一标识符(GUID)实现驱动程序的识别。应用程序与WDM 驱动程序通信时，应用程序将每个用户请求形成I/O请求包(IRP)发送到驱动程序。驱动程序识别出IRP请求后指挥硬件执行相应操作。 2 WDM驱动模型 WDM模型为存在于Windows 98和Windows 2000操作系统中的设备驱动程序提供了一个参考框架。尽管对于最终用户来说这两个操作系统非常相似，但它们的内部工作却有很大不同。 Windows 2000概述 图1是以我的视点所看到的Windows 2000操作系统，该图着重了驱动程序开发者所关心的特征。软件要么执行在用户模式中，要么执行在内核模式中。当用户模式程序需要读取设备数据时，它就调用Win32 API函数，如ReadFile。Win32子系统模块(如KERNEL32.DLL)通过调用平台相关的系统服务接口实现该API，而平台相关的系统服务将调用内核模式支持例程。在ReadFile调用中，调用首先到达系统DLL(NTDLL.DLL)中的一个入口点，NtReadFile 函数。然后这个用户模式的NtReadFile函数接着调用系统服务接口，最后由系统服务接口调用内核模式中的服务例程，该例程同样名为NtReadFile。