Resource-based View in Information Systems Research_ A Meta-Analysis
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Abbreviation Term3D Three Dimensional (Lat, Long, Alt)4D Four Dimensional (Lat, Long, Alt, Time)A AirA AlternateA AmberA AmpereA AreaA-D Airbus DeutschlandA-E Airbus EspanaA-F Airbus FranceA-UK Airbus UKAA Airworthiness AuthoritiesAA Arithmetical AverageAAAH Airbus Approved Abbreviations HandbookAAC Airline Administrative CommunicationsAADC Analog Air Data ComputerAAL Above Aerodrome LevelAAMG Airbus Application Management GroupAAP Additional Attendant PanelAAP Aft Attendant PanelABBR AbbreviationABCD Airbus Collective Data DictionaryABCU Alternate Braking Control UnitABD Airbus Directive and ProcedureABM AbeamABM APU Build-up ManualABNORM AbnormalABRN AirborneABS Autobrake SystemABS VAL Absolute ValueABSORB AbsorberABV AboveAC Advisory CircularAC Airplane Characteristics for Airport PlanningAC Alternating CurrentACARS Aircraft Communication Addressing and Reporting System ACAS Airborne Collision Avoidance SystemACC Active Clearance ControlACC Area Control CentreACCEL Acceleration/AccelerateACCESS AccessoryAbbreviation TermACCLRM AccelerometerACCU AccumulatorACCUR AccuracyACD Airframe Certification DocumentACD Airworthiness Certification DossierACDB Aircraft Component Data BaseACE Airbus Concurrent EngineeringACE Altimeter Control EquipmentACFT AircraftACFU Aircraft Check Follow UpACIA Asynchronous Communications Interface Adaptor ACJ Advisory Circular-JointACK AcknowledgeACM Abbreviated Component Maintenance ManualACM Aircraft Configuration MatrixACM Aircraft Conversion ManualACMB Aircraft Configuration Management Board ACMM Abbreviated Component Maintenance Manual ACMM Aircraft Configuration Meta ModelACMP Airframe Condition Monitoring ProcedureACMR Aircraft Configuration Management RulesACMS Aircraft Condition Monitoring SystemACMT Aircraft Component Management TeamACN Aircraft Classification NumberACOB Automatic Call Out BoxACOC Air Cooled Oil CoolerACP Altimeter Check PointACP Area Call PanelACP Audio Control PanelACQ AcquireACQN AcquisitionACR Avionics Communication RouterACRT Additional Cross Reference TableACS AccessACS Alternating Current SupplyACT ActiveACT ActivityACT Additional Center TankACTD ActuatedACTG ActuatingACTIV ActiveAbbreviation TermACTN ActionACTR ActuatorACTVT ActivateACU Antenna Coupler UnitACVR Alternating Current Voltage RatioAD AerodromeAD Airplane DatumAD Airworthiness DirectiveADAM Airbus Spares Distribution and Materials System ADAU Auxiliary Data Acquisition UnitADB Area Distribution BoxADC Air Data ComputerADC Airbus Delivery CentreADCL Airworthiness Directives Compliance ListADCN Avionics Data Communication NetworkADCOMS Advanced Configuration Management SystemADD Addition, AdditionalADD Aircraft Description Data BaseADD Aircraft Design DeclarationADD BY Added ByADF Automatic Direction FinderADG Air Driven GeneratorADI Attitude Director IndicatorADIRS Air Data/Inertial Reference SystemADIRU Air Data/Inertial Reference UnitADJ AdjustADJMT AdjustmentADM Air Data ModuleADO Airbus Documentation OfficeADOPT Airbus Design and Operational Philosophy in Training ADPM Aircraft Deactivation Procedures ManualADPTN AdaptationADPTR AdapterADR Advisory RouteADR Air Data ReferenceADRES Aircraft Documentation Retrieval SystemADRS AddressADS Air Data SystemADS Automatic Dependent SurveillanceADU Align Display UnitADV AdvisoryAbbreviation TermAEB Airline Engineering BulletinAECMA The European Association of Aerospace IndustriesAEEC Airlines Electronic Engineering CommitteeAERO Aviation Routine Weather ReportAES Aircraft Earth StationAESS Aircraft Environment Surveillance SystemAESU Aircraft Environment Surveillance UnitAEVC Avionics Equipment Ventilation ComputerAEX Access AuthorizedAF All FreighterAF Audio FrequencyAF DME Arc to Fixed WaypointAFB Antifriction BearingAFC Automatic Frequency ControlAFCS Automatic Flight Control SystemAFDX Avionics Full Duplex Switched EthernetAFECU Automatic Fire Extinguishing Control UnitAFFECTD AffectedAFFIRM AffirmativeAFIS Airbus In-Flight Information ServicesAFL Auto FlushAFMC Auxiliary Fuel Management ComputerAFN ATS Facilities NotificationAFR AirframeAFS Automatic Flight SystemAFTN Aeronautical Fixed Telecommunication Network AFTR AfterAFU Artificial Feel UnitAGB Accessory GearboxAGB Angle GearboxAGC Automatic Gain ControlAGE Aircraft Ground EquipmentAGG Airbus General GuideAGL Above Ground LevelAGMT AugmentAGW Actual Gross WeightAH Ampere HourAHP Anti-Hijacking PanelAHRS Attitude and Heading Reference SystemAHRU Attitude and Heading Reference UnitAI Anti-IcingAbbreviation TermAIB Airbus IndustrieAIBU Advanced Integrated Ballast UnitAIC Access Illustration CardsAIC Airbus Integrated CompanyAICC Aviation Industry CBT CommitteeAICU Anti Ice Control UnitAID Aircraft Installation DelayAIDA Airbus Industrie Drawing AccessAIDS Aircraft Integrated Data SystemAIG Accident InvestigationAIL AileronAIM Aircraft Integrated MaintenanceAIM-FANS Airbus Interoperable Modular-Future Air Navigation SysAIMS Airbus Improvement Management SystemAIMS Airbus Industrie Material SpecificationAIMS Airbus Inventory Management SystemAIM/CRM Airbus Integrated Management/Cockpit Resource ManagementAINA Airbus North AmericaAINS Aircraft Information Network SystemAIP Aeronautical Information PublicationAIP Attendant Indication PanelAIPS Airbus Process SpecificationAIQI Airbus Industrie Quality InstructionAIR Aircraft Inspection ReportAIRCOND Air ConditioningAIRMAN Aircraft Maintenance AnalysisAIS Aeronautical Information ServiceAIS Audio Integrated SystemAISI American Iron and Steel InstituteAITM Airbus Test MethodAL AirlineALERFA Alert PhaseALF Aft Looking ForwardALHP Airframe Life-History ProgramALIGN AlignmentALIGND AlignedALLWD AllowedALPHA Angle-of-AttackALPHANUM AlphanumericalALS Approach Light SystemAbbreviation TermALSCU Auxiliary Level Sensing Control UnitALT AltitudeALT ACQ Altitude AcquireALT TO Alternate ToALTM AltimeterALTN Alternate, AlternativeALTU Annunciator Light Test UnitALU Arithmetic and Logic UnitAM Airbus Means and Methods DocumentAM Amplitude ModulationAMB AmbientAMC Acceptable Means of ComplianceAMJ Advisory Material-JointAMM Aircraft Maintenance ManualAMM AmmeterAMP AmperageAMP AmpereAMPL AmplifierAMS Aeronautical Material SpecificationsAMS Aerospace Material SpecificationAMS Aircraft Modification StatusAMTOSS Aircraft Maintenance Task Oriented Support System AMU Audio Management UnitAN Air NavigationANCE AnnounceAND Aircraft Nose DownANI Analog InputANLG AnalogicANN AnnunciatorANN LT Annunciator LightANNCE AnnounceANNCMT AnnouncementANO Analog OutputANPT Aeronautical National Taper Pipe ThreadsANSA At Nearest Suitable AirportANSI American National Standards InstituteANSU Aircraft Network Server UnitANT AntennaANU Aircraft Nose UpAO Access OpeningAOA Angle-Of-AttackAbbreviation TermAOAS Angle of Attack SensorAOC Air Operator's CertificateAOC Airline Operational ControlAOD Audio on DemandAOG Aircraft On GroundAOHX Air/Oil Heat ExchangerAOLS Airbus On-Line ServicesAOM Aircraft Operating ManualAOP Airbus Operational PlanAOT All Operator TelexAP Airborne PrinterAP Airbus ProcedureAP AutopilotAPASHE Aircraft Publication Automated Shipping Expedite APC Area Positive ControlAPI Application Programming InterfaceAPLC Aircraft Power Line ConditionerAPM Aircraft Performance Monitoring ProgramAPM Airport Planning ManualAPM ARINC Processing ModuleAPP AppearanceAPP Approach Control-Approach Control Office APPR ApproachAPPROX ApproximatelyAPPU Asymmetry Position Pick Off UnitAPQ Airline Pre-QualificationAPS Aircraft Prepared for ServiceAPS Auxiliary Power SupplyAPU Auxiliary Power UnitAPU AFE APU Automatic Fire Extinguishing Control UnitAP/FD Autopilot/Flight DirectorAQP Advanced Qualification ProgramAR As RequiredAR Audio ReproducerARG Arresting Gear or HookARINC Aeronautical Radio IncorporatedARM Aircraft Recovery ManualARM Airworthiness Review MeetingARMD ArmedARMG ArmingAbbreviation TermARMT ArmamentARN Aircraft Registration NumberARND AroundARO After Receipt OrderARP Aerodrome Reference Point - Airport Reference PointARP Aerospace Recommended PracticeARPT AirportARR Arrival, ArrivingART Active Repair TimeARTCC Air Route Traffic Control CentreARTCLD ArticulatedARTF ArtificialARU Audio Reproducer UnitAS AirscoopAS AirspeedASA All Speed AileronASAP As soon as possibleASCII American Standard Code for Information Interchange ASCO Airbus Service Company Inc.ASD Accelerate Stop DistanceASDC Airline Service Data CollectionASE Airborne Support EquipmentASE Airbus Supplied EquipmentASF Amperes per Square FootASG Airbus Security GroupASI Airspeed IndicatorASIC Application Specific Integrated CircuitsASM Aircraft Schematics ManualASM American Society for MetalsASMA Aircraft Systems Maintenance AidsASN Aerospatiale Norme (Standard)ASP Audio Selector PanelASPSU Autonomous Standby Power Supply UnitASR Airport Surveillance RadarASSY AssemblyASYM Asymmetric(al)AT AutothrottleAT AutothrustATA Actual Time of ArrivalATA Air Transport Association of AmericaATAM Airbus Takeoff Analysis ModuleAbbreviation TermATB ATA 100 BreakdownATC Air Traffic ControlATCA Air Traffic Control BoardATCDB Aircraft Technical Characteristics Data BaseATCH Attach(ment)ATCI Air Traffic Control and InformationATCK AttackATCRB Air Traffic Control Radar BeaconATCSS Air Traffic Control Data Link Signalling SystemATD Actual Time of DepartureATD Aircraft Technical DefinitionATE Automatic Test EquipmentATEC Automatic Test Equipment ComplexATI Air Transport IndicatorATIMS Air Traffic and Information Management System ATLAS Abbreviated Test Language for All Systems ATLAS Abbreviated Test Language for Avionics Systems ATM Air Traffic ManagementATM Aircraft Transportability ManualATM Available Ton-MileATMG Airbus Technical Management GroupATMS Advanced Text Management SystemATN Aeronautical Telecommunications NetworkATO Authorization to OfferATR Austin Trumbull RadioATRCCS Automatic Turbine Rotor Clearance Control System ATS Air Traffic ServiceATS Airbus Technical SpecificationATS Autothrottle SystemATS Autothrust SystemATSU Air Traffic Service UnitATT AttitudeATT Attitude ReferenceATTEN AttenuationATTND AttendantATZ Aerodrome Traffic ZoneAUD AudioAUDSWTGSYS Audio Switching SystemAUDSWTGUNIT Audio Switching UnitAUTH AuthorizeAUTO AutomaticAbbreviation TermAUTOCAL AutocalibrationAUTOLAND Automatic LandingAUW All-Up WeightAUX AuxiliaryAVAIL AvailabilityAVAIL AvailableAVG AverageAVIONICS Aviation ElectronicsAVNCS AvionicsAVRS Audio/Video Recording SystemAWB Air WaybillAWG American Wire GageAWG Audible Warning GeneratorAWL Aircraft Wiring ListAWLS All Weather Landing SystemAWM Aircraft Wiring ManualAWS American Welding SocietyAWY AirwayAX Access AuthorizedAX Longitudinal AccelerationAY Lateral AccelerationAZ AzimuthAZ Vertical AccelerationAZFW Actual Zero Fuel WeightA.ICE Anti-ice, Anti-icingA.T.I.S Airbus Technical Information SystemA/BRK AutobrakeA/C AircraftA/COLL Anti-CollisionA/D Analog to Digital Converter (conversion) A/D Analog/DigitalA/DC Analog-to-Digital ConverterA/F Auto FlightA/G Air to GroundA/L AirlineA/N AlphanumericA/N SIZE Alpha Numeric SizeA/R Audio ReproducerA/S AirspeedA/S Auto StabilizationA/SKID Anti-SkidAbbreviation TermA/STAB Auto StabilizerA/T Adjustment/TestA/THR AutothrustA/XFMR AutotransformerB BlueBAABI Basic Approved ATA Breakdown IndexBAF BaffleBAFO Best and Final OfferBAL Basic Assembly Languagebar10² kPaBARC Barometric Altitude Rate ComputerBARO BarometricBAT Battery (Electrical)BBRG Ball BearingBC Baggage Container TrainBCD Binary Coded DecimalBCDS BITE Centralized Data SystemBCL Battery Charge LimiterBCN BeaconBCRC Bulk Crew Rest CompartmentBCRU Battery Charge and Rectifier UnitBCU Brake Control UnitBCWP Budgeted Cost of Work PerformedBCWS Budgeted Cost of Work ScheduledBDD BITE Description DocumentBDLI Bundesverband der Deutschen Luft-und Raumfahrt Industrie BEA Bureau d'Enquête AccidentBEL CRK BellcrankBER Beyond Economical RepairBETW BetweenBEV BevelBEW Basic Empty WeightBFD Bi-Folding DoorBFDAS Basic Flight Data Acquisition SystemBFE Buyer Furnished EquipmentBFEMS BFE Management SystemBFO Beat Frequency OscillatorBFR BufferBG Build Group (Assembly Group)BGC Build Group ComponentBGM Boarding MusicAbbreviation TermBGS Build Group Stack-UpBH Block HoursBHD BulkheadBIST Built-in Self TestBITE Built-in Test EquipmentBIU BITE Interface UnitBK BlackBK UP Back UpBKFLW BackflowBL BleedBLC Basic Lines CatalogBLES Brake Life Extension System BLG Body Landing GearBLK BlackBLK BlockBLKT BlanketBLOW BlowerBLST BallastBLT BoltBLV Bleed ValveBLW BelowBLWG BlowingBM BeamBMC Bleed Monitoring Computer BMS Bulletin Météo SpécialBND BondedBNDG BondingBNDRY BoundaryBNR BinaryBNR Binary WordsBO Blocking OscillatorBO Body OdourBOH Brake-Off WeightBOT Begin of TapeBOT BottomBP Bottom PlugBR BrownBRC BraceBRD BraidBRDG BridgeBRG BearingAbbreviation TermBRK BrakeBRKNG BrakingBRKR BreakerBRKS BrakesBRKT BracketBRT Bright, BrightnessBSCU Braking/Steering Control UnitBSHG BushingBSU Beam Steering UnitBT Bus TieBTC Bus Tie ContactorBTL BottleBTMU Brake Temperature Monitoring UnitBTN ButtonBTR Bus Tie RelayBTU British Thermal UnitBU Battery UnitBUS BusbarBYDU Back-Up Yaw Damper UnitBYP BypassB/B Back-BeamB/C Business ClassB/D Bottom of DescentC Celsius, CentigradeC ClearC CloseC Cold (Electric Point)C ComparatorC ConvertibleC Cyanc Equal MarginC-MOS Complementary Metal Oxyde Semiconductor C of A Certificate of AirworthinessCA CableCA Cable AssemblyCAA Civil Aviation AuthorityCAATS Computer Assisted Aircraft Trouble Shooting CAB CabinCAB PRESS Cabin PressurizationCAD Computer Aided DesignAbbreviation TermCADETS Computer Assisted Documentation Education Tutorial SystemCAG Circulation Aérienne GénéraleCAGE Commercial and Government EntityCAGE Commercial And Government EntityCAI Combustion Area InspectionCAL Calibration, CalibratedCALC Cargo Acceptance and Load ControlCAM Cabin Assignment ModuleCAM Computer Aided ManufacturingCAN CanopyCAN Controller Area NetworkCANC CancelCANC CancellationCANCD CancelledCANTIL CantileverCAO Cargo Aircraft OnlyCAOA Corrected Angle Of AttackCAOM Cabin Attendant Operating ManualCAP CapacitorCAPLTY CapabilityCAPT CaptainCAR CargoCAR Civil Aviation RequirementsCARE Common Airbus Requirements EngineeringCARE Continuing Airframe - Health Review and EvaluationCARP CarpetCAS Calculated Air SpeedCAS Calibrated Air SpeedCAS Collision Avoidance SystemCAS Computed Air SpeedCAT CategoryCAT Clear Air TurbulenceCATCH Complex Anomaly Tracking and SearchCAUT CautionCAUT LT Caution LightCBAL CounterbalanceCBIT Continuous BITECBMS Circuit Breaker Monitoring SystemCBMU Circuit Breaker Monitoring UnitCBO Cycles between OverhaulAbbreviation TermCBORE CounterboreCBR California Bearing RatioCBS Cost Breakdown StructureCBSV Cycles Between Scheduled VisitsCC Current ComparatorCCC Component Change CardCCC Crash Crew ChartCCCP Compressor Cavity Control PressureCCG Cabin Configuration GuideCCITT Consultative Committee International Telegraphy & TelephCCOM Cabin Crew Operating ManualCCQ Cross Crew QualificationCCR Credit Card ReaderCCR Customer Change RegisterCCRC Cabin Crew Rest CompartmentCCRM Cabin Crew Rest ModuleCCS Cabin Communications SystemCCW Counter ClockwiseCD Cold DrawnCD Control DisplayCD Count DragCD-ROM Compact Disc - Read Only MemoryCD-WD Component Data Working DocumentCDAM Centralized Data Acquisition ModuleCDBT Component Design and Build TeamCDDS Component Documentation Data SystemCDE Consumption Data Exchange CardCDIM Component Data Instruction ManualCDL Configuration Deviation ListCDP Compressor Discharge PressureCDS Cold Drawn SteelCDS Component Documentation StatusCDS Control and Display SystemCDT Cabin Door TrainerCDU Center Drive UnitCDU Control and Display UnitCE Central EntityCECAM Centralized Cabin MonitoringCED Cooling Effect DetectorCEET Cabin Emergency Evacuation TrainerCEL Component Evolution ListAbbreviation TermCELLI Ceiling Emergency LED LightCEO Chief Executive OfficerCEPT Council of European Posts and Telegraphs CER Contrôle Essais et RéceptionCEV Centre d'Essais en VolCEV Clutch Electro ValveCF Course to a Fixed WaypointCFDIU Centralized Fault Display Interface Unit CFDS Centralized Fault Display SystemCFE Customer Furnished EquipmentCFH Cubic Feet per HourCFIT Controlled Flight Into TerrainCFM Cable Fabrication ManualCFM Cubic Feet per MinuteCFMI CFM InternationalCFP Computerized Flight PlanCFR Code of Federal RegulationsCFRP Carbon Fiber Reinforced PlasticCFS Cabin File ServerCFS Cold Finished SteelCG Center of GravityCGCS Center of Gravity Control SystemCGM Computer Graphics MetafileCH Centre HatrackCH CharacterCH ChargeCHAM ChamferCHAN ChannelCHAS ChassisCHG ChangeCHK CheckCHM ChimeCHMBR ChamberCHRG ChargeCHRO ChronometerCI Cast ironCI Configuration ItemCI Conversion InstructionCI Cost IndexCI Course to an InterceptCi CurieAbbreviation TermCICS Customer Information Control SystemCICS/VS Customer Information Control System/Virtual Storage CIDS Cabin Intercommunication Data SystemCIM Continuous Image MicrofilmCIN Change Identification NumberCINS Cabin Information Network SystemCIT Compressor Inlet TemperatureCIU Camera Interface UnitCK CheckCKD CheckedCKPT CockpitCKT CircuitCL Center LineCL Check ListCL ClimbCL ClipCL ClutchCLB ClimbCLCTR CollectorCLD ClosedCLDB Component Location Data BankCLG CeilingCLG Centerline Landing GearCLK ClockCLM Component Location ManualCLN ClinometerCLNG CeilingCLOG CloggingCLOGD CloggedCLP ClampCLPR ClapperCLR ClearCLR ALT Clearance AltitudeCLRD ClearedCLRNC ClearanceCLS Cargo Loading SystemCLS Cargo Loading System ManualCLSD ClosedCLSG ClosingCLTM Component Location Training ManualCLV ClevisAbbreviation TermCM Call MaintenanceCM CentimetersCM Collective ModificationCM Configuration ManagementCM Conversion ManualCM Crew MemberCMC Central Maintenance ComputerCMD CommandCMEU Cabin Passenger Management Memory Expansion Unit CMFLR Cam FollowerCMI Computer Managed InstructionCMIT Component Management and Integration TeamCML Consumable Material ListCMM Calibration Memory ModuleCMM Component Maintenance ManualCMMM Component Maintenance Manual ManufacturerCMMV Component Maintenance Manual VendorCMP Customer Maintenance ProgramCMPLRY ComplementaryCMPLTD CompletedCMPNT ComponentCMPS CPLR Compass CouplerCMPTG ComputingCMPTR ComputerCMRLR Cam RollerCMS Cabin Management SystemCMS Central Maintenance SystemCMS Code Matière SociétéCMS Component Maintenance SheetCMT Cabin Management TerminalCMV Concentrator and Multiplexer for VideoCNA Common Nozzle AssemblyCNCT ConnectCNCTD ConnectedCNCTN ConnectionCNCTR ConnectorCNCTRC ConcentricCNCV ConcaveCND ConduitCNSU Cabin Network Server UnitCNTNR ContainerAbbreviation TermCNTOR ContactorCNTR CounterCNTRTR ConcentratorCO CompanyCO Cut-OffCO RTE Company RouteCOAX CoaxialCOC Customer Originated Change COHO Coherent OscillatorCOL ColumnCOM CommonCOM CommunicationCOM Company Organization Manual CombL Combustible LiquidCOMDL Coding ModuleCOML CommercialCOMP CompassCOMP CompensatorCOMPSN CompensationCOMPT CompartmentCOMPT TEMP Compartment TemperatureCOMPTR ComparatorCOMTN CommutationCOND ConditionCOND ConditionedCOND ConditioningCONDTN ConditionCONDTR ConditionerCONFIG ConfigurationCONFIRMD ConfirmedCONSUMPT ConsumptionCONT Continue, ContinuousCONT ContourCONT ControllerCONV ConverterCOO Chief Operating OfficerCOOL Cooling, CoolerCOORD CoordinateCOORD CoordinationCOPI CopilotCORA Customer Order AdministrationAbbreviation TermCORCTD CorrectedCORR CorrectCORR CorrugateCORR CorrugationCor.M Corrosive MaterialCOS CosineCOT CotterCOTS Commercial Off-The-ShelfCOUNT CounterCOV CoverCOWL CowlingCP Clock PulseCPC Cabin Pressure ControllerCPCP Corrosion Prevention and Control program CPCS Cabin Pressure Control SystemCPCU Cabin Pressure Control UnitCPDLC Controller-Pilot DataLink Communications CPF Central Programme FunctionCPIOM Core Processing Input/Output ModuleCPL CoupleCPLD CoupledCPLG CouplingCPLR CouplerCPMS Cabin and Passenger Management System CPMU Cabin Passenger Management UnitCPNY CompanyCPRSR CompressorCPT CaptureCPT CompartmentCPU Central Processing UnitCR Cold RolledCR CruiseCRC Camera Ready CopyCRC Continuous Repetitive ChimeCRC Crew Rest CompartmentCRC Cyclic Redundancy CheckCRE Corrosion-ResistantCRES Corrosion-Resistant SteelCRG CargoCRI Certification Review ItemAbbreviation TermCRK CrankCRL CollarCROSSFEEDR CrossfeederCRR Component Reliability ReportCRS Cold Rolled SteelCRS CourseCRSN CorrosionCRT Cathode Ray TubeCRU Cabin Router UnitCRU Card Reader UnitCRZ CruiseCS Cabin Cleaners StepsCS Call SwitchCS Center SparCS CentistokesCSD Constant Speed DriveCSE Course Set ErrorCSF/L Continuous Safe Flight/LandingCSI Cycles Since InstallationCSIP Customer Satisfaction Improvement ProgrammeCSK CountersinkCSKH Countersunk HeadCSL ConsoleCSM Computer Software ManualCSM/G Constant Speed Motor/GeneratorCSN Catalog Sequence NumberCSS Cockpit System SimulatorCST Cabin Service TrainerCSTG CastingCSTR ConstraintCSU Command Sensor UnitCSV Cycles Since Last Shop VisitCT Center TapeCT Current TransformerCTA Control AreaCTDP Cabin Trainer Data PackagesCTF Central Test FacilitiesCTF.P Central Test Facility ResponseCTF.Q Central Test Facility QuestionsCTK Capacity Tonne KilometreCTK Center TankAbbreviation TermCTL CentralCTL ControlCTR CenterCTR ContourCTR Control ZoneCTRD CenteredCTSK CountersunkCTU Cabin Telecommunications Unit CTWT CounterweightCU Control Unitcu CubicCUDU Current Unbalance Detection Unit CUR CurrentCVL Configuration Variation ListCVR Cockpit Voice RecorderCVT Center Vent TubeCVU Crypto Voice UnitCW ClockwiseCWG Cockpit Working GroupCWLU Cabin Wireless LAN UnitCWS Control Wheel SteeringCWY ClearwayCY Calendar Year - Current YearCY CycleCYL CylinderC/B Circuit BreakerC/L Check ListC/M Command/MonitorC/M Crew MemberC/O Change OverC/S Call SignC/SSR Cost/Schedule Status ReportDA Drift AngleDABS Discrete Address Beacon SystemDAC Digital to Analog ConverterDAC Drawing Aperture CardDADC Digital Air Data ComputerDADS Digital Air Data SystemDAF Damping Augmentation FunctionDAMP DampingdaN Load (DecaNewton)Abbreviation TermDAR Digital AIDS RecorderDAS/STC Designated Alteration Station/Supplemental Type Certific DB Data BasedB DecibelDBBS Data Base Bulletin ServiceDBC Data Bus CommunicationDBD Data Basis for DesignDBLR DoublerdB(A)A-Weighted DecibelDC Direct CurrentDC Domain CoordinatorDCD Data Control and DisplayDCD DecodeDCD Double Channel DuplexDCDR DecoderDCDU Datalink Control and Display UnitDCP Display Control PanelDCR Dock on Crew RestDCS Designated Certification SpecialistDCS Direct Current SupplyDCS Double Channel SimplexDCU Direction Control UnitDCV Directional Control ValveDCVR Direct Current Voltage RatioDDA Digital Differential AccumulationDDCU Dedicated Display and Control UnitDDI Design Drawing InstructionDDI Documentary Data InsertDDM Difference in Depth of ModulationDDM Digital Data ModuleDDP Declaration of Design and PerformanceDDRMI Digital Distance and Radio Magnetic IndicatorDDTS Digital Data Technology StandardsDDV Direct Drive ValveDEC DeclinationDECEL DecelerateDECOMPRESS DecompressionDECR DecreaseDEDP Data Entry and Display PanelDEF DefinitionDEFDARS Digital Expandable Flt Data Acquisition & Recording SysAbbreviation TermDEFL DeflectDEFUEL DefuelingDEG DegreeDEGRADD DegradedDEL Delay MessageDEL DeleteDEL BY Deleted byDELTA P Differential PressureDEM Digital Electronic ModuleDEMOD DemodulatorDEP Data Entry PanelDEP DepartureDEPLD DeployedDEPRESS DepressurizationDEPT DepartmentDES DescendDES DescentDES Digital Equipment SimulatorDEST DestinationDET Detection, DetectorDETECTD DetectedDETNG DeterminingDEU Decoder/Encoder UnitDEVN DeviationDEW Delivery Empty WeightDEX Access DemandedDF Direction FinderDFA Delayed Flaps ApproachDFDAMU Digital Flight Data Acquisition and Management Unit DFDAU Digital Flight Data Acquisition UnitDFDR Digital Flight Data RecorderDFDRS Digital Flight Data Recording SystemDFIDU Dual Function Interactive Display UnitDFT DriftDG Directional GyroDGAC Direction Generale de l'Aviation CivileDGI Digital InputDGO Digital OutputDGTL DigitalDH Decision HeightDI Data Input。
高级软件工程师考试试题(高级软件工程师考试试题( A 卷)1、下哪种命名空间中的类型用于创建Windows GUI 应用程序。
(选择1 项) A 、System.Web.Services B 、system.Web.UI C 、System.Windows.Forms D、System.ServiceProcess2、判断这PL/SQL 代码块:(选择1 项) BEGIN FOR i IN 1..6 LOOP IF i = 2 OR i = 3 THEN null; ELSE INSERT INTO example(one) V ALUES (i); END IF; ROLLBACK; END LOOP; COMMIT; END; 有多少行被插入到表EXAMPLE ? A 、0 B、1 C、2 D、33、链表具有的特点是:(选择3项)A、不必事先估计存储空间B、可随机访问任一元素C、插入删除不需要移动元素D、所需空间与线性表长度成正比4、序列图描述对象是如何交互的并且将重点放在消息序列上。
(选择1项)A、正确B、不正确5、一个XML 必须有DTD 或Schemas (选择1项)A、正确B、不正确6、动态网站需要的技术为。
(选择3 项) A、CGI B、HTTP C、ASPD、PHP7、Linux 文件名的长度不得超过( A、64 B、128 C、256 D、5128、在Struts 中实现页面跳转主要通过什么方法来实现?(选择1 项)A 、server.transferB 、response.redirectC 、mapping.findForwardD 、response.sendRedirect9、EJB的优点有哪些?(选择2项)A、技术领先B、价格低廉C、性能优越D、强大的容器支持10、在使用匿名登录ftp 时,用户名为()?(选择1 项) A、login users B、anonymous C、root D 、guest )个字符?(选择1 项)。
5S:5S管理ABC:作业制成本制度(ACtiVity-BasedCosting)ABB:实施作业制预算制度(Activity-BasedBudgeting)ABM:作业制成本管理(ActiVity-BaseManagement)APS:先进规画与排程系统(AdVanCedP1anningandSChedUIing) ASP:应用程序服务供货商(App1icationServiceProvider) ATP:可承诺量(AVaiIabIeToPromiSe)AV1:认可的供货商清单(ApprovedVendor1ist)ROM:物料清单(Bi11OfMateria1)BPR:企业流程再造(BusinessProcessReengineering)BSC:平衡记分卡(Ba1ancedScoreCard)BTF:计划生产(BuiIdToForecast)BTO:订单生产(BuiIdToOrder)CPM:要径法(CritiCaIPa1hMethOd)CPM:每一百万个使用者会有几次埋怨(ComP1aintPerMi1IiOn) CRM:客户关系管理(CustoinerRe1ationshipManagement) CRP:产能需求规划(CapacityRequirementsP1anning)CTO:客制化生产(ConfigurationToOrder)DBR:限制驱导式排程法(Drum-Buffer-Rope)DMT:成熟度验证(DesignMaturingTesting)DVT:设计验证(DeSignVerificationTesting)DRP:运销资源计划(DiStribUtiOnReSourceP1anning)DSS:决策支持系统(DeciSiOnSupportSystem)EC:设计变更/工程变更(EngineerChange)EC:电子商务(EIeCtronieCOmInerCe)ECRN:原件规格更换通知(EngineerChangcRequestNotice)EDI:电子数据交换(E1eCtrOniCDataInterChange)EIS:主管决策系统(EXeCUtiVeInfOrmationSyStem)EMC:电磁相容(E1ectricMagneticCapabiIity)EOQ:基本经济订购量(EconomicOrdcrQuantity)ERP:企业资源规划(EnterpriseResourceP1anning)FAE:应用工程帅(Fie1dApp1icationEngineer)FCST:预估(Forecast)FMS:弹性制造系统(F1eXibIeManUfaetUreSyStem)FQC:成品质量管理(FiniShorFina1QUa1ityeontrODIPQC:制程质量管理(In-PrOCeSSQUa1ityContTO1)IQC:进料质量管理(IneomingQUaIityContrODISO:国际标准组织(InternatiOna1OrganiZationfOrStandardiZation) ISAR:首批样品认可(Initia1Samp1cΛpprova1Requcst)J1T:实时管理(JUStInTime)KM:知识管理(KnOWIedgeManagCmCnt)141:逐批订购法(1ot-for-1ot)1TC:最小总成本法(1eaStTota1COSt)1UC:最小单位成本(1eastUnitCost)MES:制造执行系统(ManUfaCtUringEXeCUtionSyStem)MO:制令(ManUfaCtUreorder)MPS:主生产排程(MasterProductionSchedu1e)MRO:请修(购)单(MaiFitenanceRepairθperation)MRP:物料需求规划(Materia1RequirementP1anning)MRP1I:制造资源计划(ManufacturingResourceP1anning)∖FCF:更换预估量的通知NoticeforChangingForecastOEM:委托代工(Origina1EquipmentManufacture)ODM:委托设计与制造(Origina1DeSign&Manufac1ure)O1AI3:在线分析处理(On-1ineAna1ytica1Processing)O1TP:在线交易处理(On-1ineTransactiOnProcessing)OPT:最佳生产技术(OPtimiZedProdUCtiOnTeChnoIogy) OQC:出货质量管理(OUt-goingQua1ityContro1)PDCA:PDCA管理循环(P1an-Do-Check-Action)PDM:产品数据管理系统(PrOdUCtDataManagCment)PERT:计划评核术(Progran1EVaIUatiOnandRCViCWTeChniqUe) P0:订单(PurchaseOrder)POH:预估在手量(PrOdUCtOnHand)PR:采购申请PurchaseRequestQA:质量保证(QUaIityASSUranCe)QC:质量管理(QUa1ityCOntrOI)QCC:品管圈(Qua1ityContro1Circ1e)QE:质量工程(QUa1ityEngineering)RCCP:粗略产能规划(ROUghCUtCaPaCityPIanning)RMA:退货验收RcturnedMateria1Approva1ROP:再订购点(Re-OrderPoint)SCM:供应链管理(SUPPIyChainManagement)SFC:现场操纵(ShopFIoorContro1)SIS:策略信息系统(StrategiC1nformationSyStem)SO:订单(SaIeSorder)SOR:特殊订单需求(SPeCia1orderReqUeSt)SPC:统计制程管制(StatisticprocessContro1)TOC:限制理论(TheOryOfConStraintS)TPM:全面生产管理Tota1ProductiOnManagementTQC:全面质量管理(Tota1Qua1ityContro1)TQM:全面质量管理(TOta1QUaIityManagCmCnt)WIP:在制品(WOrk1nPrOCeSS)5S管理5S是由日本企业研究出来的一种环境塑造方案,其目的在箱由整理(SE1RI)、整顿(SE1TON)、清扫(SE1S0)、清洁(SE1KETSU)及身美(SH1TSUKE)五种行为来制造清洁、明朗、活泼化之环境,以提高效率、质量及顾客满意度.在原文中(日文),这五项皆是以为其发音开头故称此种方案为「5S」.5S活动的对象原本是针对现场的环境,它对生产现场环境全局进行综合考虑,并制订切实可行的计划与措施,从而达到规范化管理,有许多公司扩展到办公室的管理以增进办公效率,常见的手法为红牌作战,广告牌及衍生的目视管理.ABC作业制成本制度(ACtiVity-BaSedCo$ting)ABC及AHM(ACtiVity-BaSeManagement)作业制成本管理,以作业别作为分摊成本的基础,在企业管理上可运用在定价决策、生产及产能决策、产品管理、顾客管理及企业策略上,同时具有提供决策者实时且有效、精确信息的特性,对企业在制造竞争优势上,是具有相当大的功能,其做法常为最古老的簿记再加上计算机分类系统,由于会计数据数量庞大,在计算机尚未普及前务必实行种种简化如订定分摊比例,但简化可能会导致失真.ASP垃用程序服务供货商(APP1iCatiOnSerViCeProVider)对企业提供IT业务应用服务与管理服务,要紧透过软件与硬件租用或者租赁形式来实施,服务商的收入与利润来自客户的租金.AV1认可的供货商(ApprovecIVendor1ist)对提供企业产品或者服务的众多供货商中,某些符合公司的策略、对产品服务的要求,而成为合格或者认可的供货商.BOM物料清单(BiI1OfMateria1)通常亦可称之产品结构表或者用料结构表,它乃用来表示一产品(成品或者半成品)是由那些零组件或者素材原料所结合而成之构成元素明细,其该元素构成单一产品所需之数量称之为基量,BOM是所有MRP系统的基础,假如BoM表有误,则所有物料需求都会不正确.天瀚定义90阶为PCBA95阶为Driver或者Bund1e的程序,97阶为Engine或者组合好的主机,98阶为连包装盒的产品(不连外箱)BPR企业流程再造(BusinessProcessReengineering)关心客户的需求,对现有的经营过程进行思考与再设计,利用新的制造、信息技术及现代化的管理手段,打破传统的职能型组织结构(FUnCtion-OrganiZatiOn),建立全新的过程型组织结构(Process_0rientedθrganization).以作业流程为中心,打破金字塔状的组织结构,使企业能习惯新经济的高效率与快节奏,让企业员工参与企业管理,实现企业内部上下左右的有效沟通,具有较强的应变能力与较大的灵活性.BPR的要紧原则有三:1以顾客为中心:全体员工建立以顾客服务中心的原则.顾客能够是外部的,如在零售商业企业,柜台营业员直接面对的是真正的顾客;也能够是内部的,如商场内的理货员,他的顾客是卖场的柜台小组.每个人的工作质量由他的!■顾客」作出评价,而不是主管.2.企业的业务以!■流程」为中心,而不以一个专业职能部门为中心进行.一个流程是一系列有关职能部门配合完成的,表达于为顾客制造有益的服务.对流程运行不利的障碍将被铲除,职能部门的意义将被减弱,多余的部门及重迭的流程将被合并.3.「流程」改进需具有显效性.改进后的流程提高效率、消除浪费,提高顾客满意度与公司竞争力,降低整个流程成本. BSC平衡记分卡(BaIanCedSCoreCard)平衡计分卡(Ba1anCedSCOreCard)是一绩效衡量制度,亦是一项与策略、报酬制度相结合的策略性管理工具.此方法要求经理人自四个方面或者层次以评估一组织的表现,即「顾客」、「内部业务程序」、!■学习与成长」及「财务绩效」,而这四方面的努力务必在「愿景与策略」的引导与整合下才有意义.CPM要径法(CritiCa1PathMethod)用来决定一个项目的开始与完工日期的一种方法.这种方法所得到结果就是找出一条要径(CritiCaIPath),或者者是从开始到结束将活动串成一条活动筵(ChainOfaCtiVities).从项目开始起,要径上的任何一项活动的落后,结果都会让整个项目无法如期完成.由于这些活动对项目是非常的重要,因此关键活动(CritiCa1aCtiVitieS)在资源分配与管理(Inanagementefforts)上享有最高的优先.CI j M客户埋怨比(Comp1aintperMi11ion)为公司产品质量验证的最高指针,包含自原料到送交消费者手上的所有流程,世界级企业的目标是在1位数,通常1个客户埋怨代表100个消费者的心声,即1个客户埋怨代表万分之•的不良率.但会随文化而有差异,如日本的1个客户埋怨代表20个消费者的心声.CRM客户关系管理(CustomcrRc1atiOnshipManagcment)是指企业为了赢取新顾客,巩固保有既有顾客,与增进顾客利润奉献度,而透过不断地沟通以熟悉并影响顾客行为的方法;其要紧以运用资料仓储为基础,将有关企业活动之信息,透过数据采矿(DataMining)的工具,分析汇整出对顾客有效并可供参考之信息,以提升顾客之满意度.CRP产能需求规划(CaPaCityRequirementPIanning)制定、测量与调整产能的标准,以决定要投入多少的人力及机器来完成生产.将现场的订单,与计划中的订单,输入CRP中,这些订单将转换成在每一时期、每一个工作站的工作时数.以有限产能为导向,主控产能与时间,检验在规划的范围内,确定是否有足够的产能来处理所有的订单:而在确定之后,会建立一个可同意的MPS,而后CRP要决定每一个期间、每一个工作站的工作量.DBE限制驱导式排程法(Drum-Buffer-Rope)限制驱导式排程法的观念是由TOC而来,认为制造系统只需排瓶颈站之排程(DrUmSChedUIe)、投料时间之排程(RoPeSChedU1e)及适当的缓冲时间(克服制造系统的MUrPhy'$1aw)与缓冲的管理,则该制造系统便能运作顺畅而得到不错的绩效.Drum-Buffer-Rope的原意,DrUm代表鼓声就如同一个军队的小鼓,可使得行进整齐.Buffer就如同两个士兵中间的距离,能够利用它来应付突发的情形.Rope代表的是军队中的纪律,能够确定行进步伐如同鼓声一样.而反应至生产过程中解释如下:Drum:每个生产系统都需要操纵点以操纵系统中产品流量大小的变化.若此系统中有一瓶颈,这瓶颈就是最佳的操纵点,而这个操纵点就称之鼓(drum).Buffer:使系统能在不一致的状况下正常运作.一个系统会由于停工、当机或者是原料短缺等因素而造成系统不稳固.而缓冲区(buffer)就是用来保护系统使其正常运作的工具,因此并非每台机器前都需要,但是在瓶颈点前一定要有缓冲区,用以保护系统,正常运作.Rope用来确认整个系统都会与瓶颈点同步生产的机构.如同信息的回馈(feedback)将瓶颈点的生产情况与上游的工作站沟通,使得上游工作站仅提供回馈信息所需要的量,以避免生产过多的存货堆积.故这种沟通的情形、信息的回馈,我们称之为绳子(rope).DMT成熟度验证(DesignMaturingTesting)以测试产品的稳固度及成熟度为主,通常包含EMC测试及环境测试,有的时候也包含掉落测试.DVT设计验证(DesignVerificationTesting)以测试产品的功能性为主,通常还包含DebUg.DSS决策支持系统(DeeiSionSUPPOrtSyStenI)一个以计算机为基础的交互式系统,可用来协助决策者使用数据与模式,以解决非结构性问题.因此决策支持系统,可说是一个以快速、交互作用式且具有使用者接口来对特定领域提供信息以支持决策的软件(V1ugt,1989).决策支持系统之构成,可分为三大部分:数据库及管理系统、模式库及管理系统、沟通界面软件;其以模式库为核心,应用统计模式及管理数学等技术. ECRN原件规格更换通知(EngineerChangeReqUeStNotiCe)现有产品更换零件或者原包材规格时,通知采购部门依新规格采购甚至变更BOM的凭据.EIS主管决策系统(ExecutiveInforniationSystem)过滤排选内外部各式信息,提示主管偏离计划的状况,并警示给每个有关主管.可依主管喜好的格式提供信息,掌握情况,协助主管解决问题.EMC电磁相容(E1ectriCMagncticCapabiIity)指电子产品的电磁辐射与对电磁的耐受能力EOQ基本经济订购量(EConOmiCO1-deKuantity)经济批量法乃指为使每次发单之订货成本、储存成本、购货成本之总与为最低的量,目前受到各类学说的攻击.ERP企业资源规划(EnterPriSeReSourceP1anning)于1998年在制造业市场上掀起一阵热潮,ERP乃是一种企业再造的解决方案,藉由信息科技的协助,将企业的营运策略及经营模式导入整个以信息系统为主干的企业体之中,其非只是科技上的改变,而是牵涉到组织内部所有关于人员、资金、物流、制造及企业内部之跨地域或者跨国际之流程整合管理.FAE应用工程师(Fie1dApp11cationEngineer)在天瀚的定义为在产品上市后处理客户问题的窗口,在产品上市前之窗口为产品经埋(PV).FCST预估(FOreCaSt)目前只在报表中看•到•次,通常会与报收的性质有关,如销售报表上为销售预估,库存报表上为库存预估.FMS弹性制造系统(F1exib1eManυfactυrcSystcm)对任何制造业或者非制造业而言,生产力是一个基本的要素,为了具有竞争力,务必增加生产力,因此弹性制造系统不仅提供使用者弹性,同时也要兼顾提升生产力.弹性制造系统涵盖了广泛的生产范围,包含机器、制程、组合与一些其它的工作,这些系统能够达到不一致程度的弹性,完全与该系统的构成组件有关.自1960年代后半,顾客关于产品的要求趋向于多样化,如此工厂需要低生产成本及短交期来满足多样化的变化.为应付此种要求,需要一种适合中品种、中少量生产的生产系统.弹性制造系统能够被定义为一套生产系统,其利用计算机操纵机器,装配生产单元,机器手臂,检验机器等设备并配合计算机整合物料搬运及储存系统.能够说是一个综合高层次分散是数据处理、自动化物流流淌与整合式物料处理与物料储存的系统.FQC成品质量管理(FiniShOrFinaIQUaIityContro1)成品未装箱前的品管工作.TPQC制程质量管理(In-ProCeSSQua1iiyContro1)产品未完成前,尚在制程中的品管工作.IQC进料质量管理(InCOmingQUa1ityContrOD所有原物料在进厂前的质量管理,如今公司尚无原件的所有权,如未通过检验则订单并未完成,有些企业将IQC放在供货商内部执行.ISO国际标准组织(Internat∙iona1OrganizationforStandardization)于公元1946年由各国国家标准团体所构成之世界性联盟,制定各类规范或者标准,如9000为一质量需求之系统标准,14000为环保标准,18000为安全卫生标准.其诉求之重点为要求企业内部之运作务必有一定之作业程序,且每个作业程序务必予以书面化,但其并不是在帮您企业制定作业标准,而是强调各项作业流程务必按照公司所自订之程序来执行之,毕竟每个行业或者公司都有其不∙致之文化,其运作模式并非企业外之组织所能帮您制定,故以•简单之白话来表示:!•把做的写下来,按照写的做J或者[言出必行J,即为ISO所追求之最高宗旨.ISAR首批样品认可(InitiaISamP1eAPProVaIReqUeSt)在新产品上市时,所使用的组件常仍未有全面的规格,如有这类情况发生,由采购部门发出在首次生产时所用的组件规格请研发部门认可,此一程序称之ISAR.JIT实时管理(JUStInTime)Jrr的基本原理是以需定供.即供方根据需方的要求(或者称广告牌),按照需方需求的品种、规格、质量、数量、时间、地点等要求,将物品配送到指定的地点.不多送,也很多送,不早送,也不晚送,所送物品要个个保证质量,不能有任何废品.JIT供应方式具有很多好处,要紧有下列三个方面:1零库存.用户需要多少,就供应多少.不可能产生库存,占用流淌资金.2.最大节约.用户不需求的商品,就不用订购,可避免商品积压、过时质变等不良品浪费,也可避免装卸、搬运与库存等费用.3.零废品.JIT能最大限度地限制废品流淌所造成的缺失.废品只能停留在供应方,不可能配送给客户.JIT的观念简单但实行不易,特别是产品组件的1eadTime长,常见到的假象是库存建在供货商,但如此供货商成本增加而导致组件价格较高.KM知识管理(KnOW1edgeManagement)知识管理乃企业内部运用信息技术,透过一定的组织程序,将企业内所有内隐及外显之知识加以搜集分析,以达到累积资源、快速取得、企业分享的目的.有关知识的清点、评估、监督、规划、取得、学习、流通、整合、保护、创新活动,并将知识视同资产进行管理,凡是能有效增进知识资产价值的活动,均属于知识管理的内容.结合个体与团体,将个体知识团体化,将内隐知识外显化:结合组织内部与外部,将外部知识内部化,将组织知识产品化,则属于知识管理的过程.141逐批订购法(1Ot-for-1ot)决定批量大小即每次生产或者采购数量之方式,依实际的需求,每次只订购所需生产或者采购数量,故每期存货成本等于零,但整体成本会提高.1TC最小总成本法(1eaStTOtaICOSt)决定批量大小即每次生产或者采购数量之方式.11C最小单位成本(1eaStUniteoSt)决定批量大小即每次生产或者采购数量之方式,发生在持有成本与订购成本的值很接近时.MES制造执行系统(ManUfaCtUringEXeCUtionSySteIn)辅助生管人员收集现场数据及操纵现场制造流程,提供企业改善制程、提高生产效益的工具.大部分的MES系统模块皆会包含订单管理(CUStOmerorderManagement,COM)、物料管理(MateriaIManagementSyStem,MMS)、制程控管系统(WOrk InProcessTracking,W1P)、生产排程(PrOdUCtiOnSChedU1ingSystem,PSS)、质量控管(StatiStiCaIPrOCeContro1,SPC)、设备控管(EqUiPmCntManagemCntSyS1Cm,EMS)及对外部系统的PDM整合接II(PDM1ntegrationInterfaCe)与ERP整合接口(ERP1ntegratiOnInterfaCe)等模块.MES是将企业生产所需的核心业务如订单、供货商、物管、生产、设备保养、品管等流程整合在一起的信息系统,它提供实时化、多生产型态架构、跨公司生产管制的信息交换:可随产品、订单种类及交货期的变动弹性调整参数等诸多能力,能有效的协助企业管理存货、降低采购成本、提高准时交货能力,增进企业少量多样的生产控管能力.MPS主生产排程(MaSterPrOdUCtiOnSehedU1ing)指根据客户接单或者销售预测所排定•段期间之产品生产计划,它务必明确指定何种产品应于何时制造完成多少数量,亦可随着一些不可抗拒因素之发生(如:设变、停工待料...等)而作适当之调整.MRP物料需求规划(MateriaIReqUirementP1anning)MRP乃美国当局鉴于针对存货控管问题之必要性,而由JosephA.Or1icky,GeorgeW.P1oss1及O1iverW.Wight三人在公元1970年于「美国生产与存货管制学会(AmeriCanProdUCtiOnand1nVentOryContrO1SOCiety,简称APICS)J会议中提出物料需求规划之基本架构;所谓MRP之计算即依照MPS之产品独立需求,透过BOM展开之零组件相依需求,配合着当时之存货状况,以求得某段期间内应投入生产或者执行采购之计划方针,通常有二种方法及二种需求类型.FOrWardSChedUIing(前导式排程)以计划中的订单发出后为起点,开始向前推导排程,一直到交货期为止.BackwardScheduIing(后导式排程)则与前导式相反,是以交货期为起点,开始向后推导排程.IndePendentDemand(独立需求)指外界或者消费者对制成品或者最终产品之市场需求,亦即企业所承接市场之订单需求,由于它的需求量是由市场所决定,企业本身只可根据以往之经验法则予以预测,而无法加以操纵或者决定,故称之为独立豳求.DePendantDemand(相依需求)指由为制造产品所衍生对零组件或者原物料之供料需求,因其需求多寡乃需源自产品之订单需求量,即依附着产品需求而做变化,故称之为相依需求.MRPII制造资源计划(ManufacturingResourceP1anning)由Wight于公元1981年推出,其乃从MRP进展出来并非取代传统MRP,而是在生产规划的同时,将着眼点扩展到人事、财务、营销、管理等层面,融合各部门作业所需考虑之实务需求,而非局限于单纯之产销供需,以使企业整体之运作能更加地有效率及制度化.O1AP在线分析处理(On-1ineAna1ytiCa1ProCeSSing)操作储存在静态数据仓储(DataWarehOUSC)内广泛资源的软件技术.其透过快速、一致、交谈式的界面对同一数据提供各类不一致的呈现方式,供不一致层面的使用者如分析师、经理及高阶主管等使用,使其具备透析数据反应出来信息的能力.O1AP有三项要件:1.动态多维度分析.2.可执行复杂计算.3.有的时候间导向处理能力.01AP最大的特色,便在于它对数据多维处理的能力:也就是说,它能够很快地做各类维度的纵向或者横向的数据汇整处理.随着使用O1AP经验的累积,决策者除了拥有使用数据的能力之外,同时会累积使用信息甚或者使用知识的能力.对O1AP而言,历史资料(HiStOriCa1data)系用以推断未来,而组合数据Sggrcgatedata)系用以估计所输入的数据,除此之外,O1AP亦可执行资源配置及趋势分析等复杂计算.O1TP在线交易处理(On-1ineTranSaCtiOnProCeSSing)处理大量的例行性交易数据,并通过应用程序的特定处理将信息存放于数据库,能够被实时地存取增删.对管理活动层级而言,其所支持的对象属于最基层的通常事务性与作业性交易.在线交易所搜集到的历史数据,可定期地以批次作业方式汇制成周期性报表如日报、周报、旬报、月报、季报及年报等,供中阶或者高阶主管参考.01AP与O1TP相异之处,在于O1TP所搜集到的数据能够整合成数据仓储(DataWarehoUSe),数据仓储通常使用关连式数据库(Re1ationaIDatabase,RDB):O1AP则将「加工」后的数据组合成多维度的面向,以提供策略性信息的快速使用及分析.01TP只处理在线交易数据,于数据仓储将之储存并加以管理:O1AP则将数据仓储之料库转换成策略性信息.OPT最佳生产技术(OptimizedProductionTechno1ogy)一种改善生产管理的技术,以色列物理学家E1iGo1dratt博士于70年代提出,最初被称作最佳生产时间表(OPti1niZe(IProductionTimetab1e),80年代才改称之最佳生产技术.后来Go1dratt又进一步将它进展成为约束理论(TheoryOfConstraints).OPT的倡导者强调,任何企业的真正目标是现在与未来都赚钱;要实现这个目标,务必在增加产销率的同时,减少库存与营运费用.OQC出货质量管理(OUt-goingQua1ityContro1)出货前的质量管理.PDM产品数据管理系统(PrOdUCtDaIaManagemCnt)协助工程师进行数据管理,让企业透过标准程序管制提高整体效率,并使作业程序电子化及标准化.用来管理特定产品从研发到量产之生命周期里全程各点产生的一切信息,比如CAD图面、3D模型数据、NC程序、CAE分析结果,测试数据、设计历史与有关制程文件.其涵盖的数据型态是多元性,让各阶层工程师可清晰熟悉各式资料间的关连性与阶层架构,并以此「共同数据」(commOndata)为执行作业的根据.PERT计划评核术(ProgramEva1uationandReviewTechnique)用来安排大型、复杂计划的项目管理方法.是一种规划项目计划(ProjeCt)的管理技术,它利用作业网(netrork)的方式,标示出整个计划中每•一作业(activity)之间的相互关系,同时利用数学方法,精确估算出每一作业所需要耗用的时间、经费、人力水平及资源分配.计划者务必估算:在不影响最后工期(ProjeCtdUratiOn)的条件下,每一作业有多少宽容的时间,何种作业是工作的瓶颈(bott1eneck),并据此安排计划中每一作业的起记时刻(SCheme),与人力与资源的有效运用.PERT的内容包含了「管理循环」中的三个步骤:计划(PIarming)、执行(doing)、与考核(contro11ing).PO1I预估在手量(PrOdUCtonHand)在每期开始时,实际所能拥有的存货预期量.QCC品管圈(Qua1itycontro1Circ1e)原以生产线为主,品管圈是同一工作现场的人员所构成,自动自发的持续进行改善活动的小团体,目前延伸的有个别改善小组及知识管理社群等.RCCP粗略产能规划(RoUghCUtCaPaCityPIanning)产能管理技术,通常分为四类:资源需求计划(RRP)、粗略产能规划(RCCP)、产能需求规划(CRP)与输入/输出操纵(1/0).在MRP 系统中,典型的顺序是建立主排程,使用RCCP来确认MPS是否可行,把展开后的MRP表现出来,同时把以规划订单的数据送到CRP中.RCCP的技术被用来确认在每个工作站中适合的产能,此技术是用来进展机器负我报告,以决定所需产能,若产能不适当时,可被使用之产能的决定与该采取的计策.RCCP应用三种方式以机器负载报告来定义产能需求.1Capacityp1anningusingovera11factors(CPOF):所需数据与计算最少2.TheBiI1of1aborapproach(BO1);使用每个产品在要紧资源的标准工时之全面数据.标准工时是一个正常工人以平常的步调工作,生产•项产品•个单位再加上宽放的时间.所有零件的标准工时已经考虑休息的宽放、延迟的宽放等.3.ResourceProfiIeApproach(RPA):除了标准工时的数据外,尚需要考虑前置时间.SCM供应链管理(SUPPIyehainManagCmCnt)产品由起始原料转换成完成品至最终顾客手上的流淌过程中,影响其执行绩效的个体组合而成之网络称之供给链,供给链的构成个体可能包含:供货商一制造一工厂一配销点一零售商一最终顾客:而供应链管理之定义,简单而言,就是需求与供应适当的结合,以达到资源(人、设备、物、资金)运用与分配之有效性与及时性.其有下列三项目标:1.最少成本,使得企业能够在正确的地点取得正确的产品.2.尽可能让存货降至最低,但仍旧能够提供优异的客户服务.3.缩短产品的生命周期.SIS策略信息系统(StrategiCInfOrmationSyStem)使用信息科技支持组织现有策略,或者制造新的策略机会,使企业拥有竞争优势.策略信息系统很强调时机,在竞争者为普遍使用之前,是一个能获取竞争优势的策略系统,一旦竞争者纷纷跟进,则丧失竞争优势,而成为通常的信息系统了.策略信息系统是E1S的提升,EIS偏向内部数据,包含人事、薪资等,S1S的核心是外部信息,包含顾客、竞争者、市场等,能提供总体及市场环境的外部信息,以便研拟策略性的决策.SPC统计制程管制(StatiStiCPrOCeSSControI)改善制程、维持管制状态及预防不良品的统计技术.此统计技术能够评估过去、监督现在,而且可预测未来制程的绩效,测量指标为CP及Cpk.TOC限制理论(TheOryOfConStraints)任何系统至少存在着一个限制,否则它就可能有无限的产出.因此要提高一个系统(任何企业或者组织均可视为一个系统)的产出,务必要打破系统的限制.任何系统能够想象成由•连串的环所构成,环与环相扣,这个系统的强度就取决于其最弱的一-环,而不是其最强的一环.相同的道理,我们也能够将我们的企业或者机构视为一条链条,每一个部门是这个链条其中的一环.假如我们想达成预期的目标,我们务必要从最弱的一环;也就是从瓶颈(或者限制)的一环下手,才可得到显著的改善.换句话说,假如这个限制决定一个企业或者组织达成目标的速率,我们务必从克服限制着手,才能够更快速的步伐在短时间内显著地提升系统的产出.TpM全面生产管理(TOtaIProdUCtiOnVanagenIent)为目前最新最热门的生产管理手法,利用长期而自发的小团体分三个阶段来消除所有生产过程的8个缺失,第一阶段在直接部门而称Tota1PreventiveMaintenance,第二阶段扩展到间接部门而称Tota1ProductiOnManagement,第三阶段扩展到全公司称TotaIProdUCtiVityManagenIent,所有要实行此•方案的公司皆要成为日本JIPM的会员,每•阶段约须三年时间的训练,每一阶段审核通过会参加在日本举行的全世界夸奖大会,目前全球500大企业中有一半以上的生产厂商皆导入此一系统如所有的汽车厂及所有的日用品厂商.TQM全面质量管理(TOta1QUa1ityManagement)应用统计方法与人力资源,建立一种持续不断改善的组织.透过系统化过程改善,及企业的全员参与,塑造以质量为中心的企业文化.其基本原则是:达成顾客需求、持续改善、给予质量责任、及系统策略流程等四项.。
TCP端口号对照表1=tcpmux2=compressnet3=compressnet4=Unassigned5=Remote Job Entr6=Unassigned7=Echo8=Unassigned9=Discard10=Unassigned11=Active Users12=Unassigned13=Daytime14=Unassigned15=Unassigned16=Unassigned17=Quote of the Day18=Message Send Protocol 19=Character Generator20=FTP (Data)21=FTP (Control)22=Unassigned66=Oracle SQL*NET67=Bootstrap Protocol Server68=Bootstrap Protocol Client69=Trivial File Transfer70=Gophergopher71=Remote Job Service72=Remote Job Service73=Remote Job Service74=Remote Job Service75=any private dial out service76=Distributed External Object Store 77=any private RJE service78=vettcpvettcp79=Finger server80=HTTP81=HOSTS2 Name Server82=XFER Utility83=MIT ML Device84=Common Trace Facility85=MIT ML Device86=Micro Focus Cobol87=Private terminal link88=Kerberos89=SU/MIT Telnet Gateway90=DNSIX Securit Attribute Token Map91=MIT Dover Spooler92=Network Printing Protocol93=Device Control Protocol94=Tivoli Object Dispatcher95=SUPDUPsupdup96=DIXIE Protocol Specification97=Swift Remote Vitural File Protocol98=TAC Newstacnews99=Metagram Relay100=newacct [unauthorized use]101=NIC Host Name Server102=ISO-TSAP103=Genesis Point-to-Point Trans Net104=ACR-NEMA Digital Imag. & Comm. 300 105=Mailbox Name Nameserver106=3COM-TSMUX3com-tsmux107=Remote Telnet Service108=SNA Gateway Access Server109=Post Office Protocol - Version 2110=Post Office Protocol - Version 3111=SUN RPC112=McIDAS Data Transmission Protocol 113=Authentication Service114=Audio News Multicast115=Simple File Transfer Protocol116=ANSA REX Notify117=UUCP Path Service118=SQL Servicessqlserv119=Network News Transfer Protocol 120=CFDPTKTcfdptkt121=Encore Expedited Remote Pro.Call 122=SMAKYNETsmakynet123=Network Time Protocol124=ANSA REX Trader125=Locus PC-Interface Net Map Ser 126=Unisys Unitary Login127=Locus PC-Interface Conn Server 128=GSS X License Verification129=Password Generator Protocol130=cisco FNATIVE131=cisco TNATIVE132=cisco SYSMAINT133=Statistics Service134=INGRES-NET Service135=Location Service136=PROFILE Naming System137=NETBIOS Name Service138=NETBIOS Datagram Service139=NETBIOS Session Service140=EMFIS Data Service141=EMFIS Control Service142=Britton-Lee IDM143=Interim Mail Access Protocol v2 144=NewSnews145=UAAC Protocoluaac146=ISO-IP0iso-tp0147=ISO-IPiso-ip148=CRONUS-SUPPORT149=AED 512 Emulation Service150=SQL-NETsql-net151=HEMShems152=Background File Transfer Program 153=SGMPsgmp154=NETSCnetsc-prod155=NETSCnetsc-dev156=SQL Service157=KNET/VM Command/Message Protocol 158=PCMail Serverpcmail-srv159=NSS-Routingnss-routing160=SGMP-TRAPSsgmp-traps161=SNMP162=SNMP TRAP163=CMIP/TCP Manager164=CMIP/TCP Agent165=Xeroxxns-courier166=Sirius Systems167=NAMPnamp168=RSVDrsvd169=Send170=Network PostScript170=Network PostScript171=Network Innovations Multiplex172=Network Innovations CL/1173=Xyplexxyplex-mux174=MAILQ175=VMNET176=GENRAD-MUXgenrad-mux177=X Display Manager Control Protocol 178=NextStep Window Server179=Border Gateway Protocol180=Intergraphris181=Unifyunify182=Unisys Audit SITP183=OCBinderocbinder184=OCServerocserver185=Remote-KIS186=KIS Protocolkis187=Application Communication Interface 188=Plus Five's MUMPS189=Queued File Transport189=Queued File Transport190=Gateway Access Control Protocol190=Gateway Access Control Protocol191=Prospero Directory Service191=Prospero Directory Service192=OSU Network Monitoring System193=srmp, Spider Remote MonitoringProtocol194=irc, Internet Relay Chat Protocl195=DNSIX Network Level Module Audit 196=DNSIX Session Mgt Module Audit Redir197=Directory Location Service198=Directory Location Service Monitor 199=SMUX200=IBM System Resource Controller201=at-rtmp AppleTalk Routing Maintenance202=at-nbp AppleTalk Name Binding203=at-3 AppleTalk Unused204=AppleTalk Echo205=AppleTalk Unused206=AppleTalk Zone Information207=AppleTalk Unused208=AppleTalk Unused209=Trivial Authenticated Mail Protocol210=ANSI Z39.50z39.50211=Texas Instruments 914C/G Terminal 212=ATEXSSTRanet213=IPX214=VM PWSCSvmpwscs215=Insignia Solutions216=Access Technology License Server 217=dBASE Unix218=Netix Message Posting Protocol 219=Unisys ARPsuarps220=Interactive Mail Access Protocol v3 221=Berkeley rlogind with SPX auth 222=Berkeley rshd with SPX auth223=Certificate Distribution Center224=Reserved (224-241)241=Reserved (224-241)242=Unassigned#243=Survey Measurement244=Unassigned#245=LINKlink246=Display Systems Protocol247-255 Reserved256-343 Unassigned344=Prospero Data Access Protocol 345=Perf Analysis Workbench346=Zebra serverzserv347=Fatmen Serverfatserv348=Cabletron Management Protocol349-370 Unassigned371=Clearcaseclearcase372=Unix Listservulistserv373=Legent Corporation374=Legent Corporation375=Hasslehassle376=Amiga Envoy Network Inquiry Proto 377=NEC Corporation378=NEC Corporation379=TIA/EIA/IS-99 modem client380=TIA/EIA/IS-99 modem server381=hp performance data collector382=hp performance data managed node 383=hp performance data alarm manager 384=A Remote Network Server System 385=IBM Application386=ASA Message Router Object Def. 387=Appletalk Update-Based Routing Pro. 388=Unidata LDM Version 4389=Lightweight Directory Access Protocol 390=UISuis391=SynOptics SNMP Relay Port392=SynOptics Port Broker Port393=Data Interpretation System394=EMBL Nucleic Data Transfer395=NETscout Control Protocol396=Novell Netware over IP397=Multi Protocol Trans. Net.398=Kryptolankryptolan399=Unassigned#400=Workstation Solutions401=Uninterruptible Power Supply402=Genie Protocol403=decapdecap404=ncednced405=ncldncld406=Interactive Mail Support Protocol407=Timbuktutimbuktu408=Prospero Resource Manager Sys. Man. 409=Prospero Resource Manager Node Man.410=DECLadebug Remote Debug Protocol 411=Remote MT Protocol412=Trap Convention Port413=SMSPsmsp414=InfoSeekinfoseek415=BNetbnet416=Silverplattersilverplatter417=Onmuxonmux418=Hyper-Ghyper-g419=Arielariel1420=SMPTEsmpte421=Arielariel2422=Arielariel3423=IBM Operations Planning and Control Start424=IBM Operations Planning and Control Track425=ICADicad-el426=smartsdpsmartsdp427=Server Location429=OCS_AMU430=UTMPSDutmpsd431=UTMPCDutmpcd432=IASDiasd433=NNSPnnsp434=MobileIP-Agent435=MobilIP-MN436=DNA-CMLdna-cml437=comscmcomscm439=dasp, Thomas Obermair440=sgcpsgcp441=decvms-sysmgtdecvms-sysmgt 442=cvc_hostdcvc_hostd443=https444=Simple Network Paging Protocol 445=Microsoft-DS446=DDM-RDBddm-rdb447=DDM-RFMddm-dfm448=DDM-BYTEddm-byte449=AS Server Mapper450=TServertserver512=exec, Remote process execution 513=login, remote login514=cmd, exec with auto auth.514=syslog515=Printer spooler516=Unassigned517=talk519=unixtime520=extended file name server521=Unassigned522=Unassigned523=Unassigned524=Unassigned526=newdate530=rpc courier531=chatconference532=readnewsnetnews533=for emergency broadcasts539=Apertus Technologies Load Determination540=uucp541=uucp-rlogin542=Unassigned543=klogin544=kshell545=Unassigned546=Unassigned547=Unassigned548=Unassigned549=Unassigned550=new-who551=Unassigned552=Unassigned553=Unassigned554=Unassigned555=dsf556=remotefs557-559=rmonitor560=rmonitord561=dmonitor562=chcmd563=Unassigned564=plan 9 file service 565=whoami566-569 Unassigned 570=demonmeter571=udemonmeter572-599 Unassigned ipc server600=Sun IPC server607=nqs606=Cray Unified Resource Manager608=Sender-Initiated/Unsolicited File Transfer609=npmp-trapnpmp-trap610=npmp-localnpmp-local611=npmp-guinpmp-gui634=ginadginad666=Doom Id Software704=errlog copy/server daemon709=EntrustManager729=IBM NetView DM/6000 Server/Client 730=IBM NetView DM/6000 send/tcp731=IBM NetView DM/6000 receive/tcp741=netGWnetgw742=Network based Rev. Cont. Sys.744=Flexible License Manager747=Fujitsu Device Control748=Russell Info Sci Calendar Manager749=kerberos administration751=pump752=qrh754=send758=nlogin759=con760=ns762=quotad763=cycleserv765=webster767=phonephonebook769=vid771=rtip772=cycleserv2774=acmaint_dbd775=acmaint_transd780=wpgs786=Concertconcert800=mdbs_daemon996=Central Point Software 997=maitrd999=puprouter1023=Reserved1024=Reserved1025=network blackjack1030=BBN IAD1031=BBN IAD1032=BBN IAD1067=Installation Bootstrap Proto. Serv. 1068=Installation Bootstrap Proto. Cli. 1080=SOCKS1083=Anasoft License Manager1084=Anasoft License Manager1155=Network File Access1222=SNI R&D network1248=hermes1346=Alta Analytics License Manager 1347=multi media conferencing1347=multi media conferencing1348=multi media conferencing1349=Registration Network Protocol 1350=Registration Network Protocol 1351=Digital Tool Works (MIT)1352=/Lotus Notelotusnote1353=Relief Consulting1354=RightBrain Software1355=Intuitive Edge1356=CuillaMartin Company1357=Electronic PegBoard1358=CONNLCLIconnlcli1359=FTSRVftsrv1360=MIMERmimer1361=LinX1362=TimeFliestimeflies1363=Network DataMover Requester1364=Network DataMover Server1365=Network Software Associates1366=Novell NetWare Comm Service Platform1367=DCSdcs1368=ScreenCastscreencast1369=GlobalView to Unix Shell1370=Unix Shell to GlobalView1371=Fujitsu Config Protocol1372=Fujitsu Config Protocol1373=Chromagrafxchromagrafx1374=EPI Software Systems1375=Bytexbytex1376=IBM Person to Person Software1377=Cichlid License Manager1378=Elan License 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常用端口对照详解现在木马,黑客一堆,防护好自己的电脑非常重要dos命令netstat比较好用,能比较全的看到自己开放的端口及状态一般我用netstat -a端口:0服务:Reserved说明:通常用于分析操作系统。
Watershed Index Online (WSIO) Web Service Guide1Watershed Index Online (WSIO) is a free, publicly available data library of watershed indicators and a decision-support tool developed by EPA to assist resource managers, citizens, and other users with comparing and prioritizing watersheds for restoration and protection. The indicators in the WSIO measure a wide variety of watershed characteristics (e.g., percent forest cover, number of impaired waters, or area of protected lands). Indicator data can be accessed by downloading Microsoft Excel or ESRI geodatabase files from the WSIO website or through the WSIO web service.Web services provide users with access to data without needing to download and store the dataset on a laptop or desktop computer. Web services are particularly useful for web-based applications, such as mapping or data analysis tools. These applications can be programmed to retrieve targeted pieces of a dataset using web services and then format and display the data according to the needs of users.The following sections are intended to support users that are interested in accessing watershed indicator data through the WSIO web service:•Section 2 - The Basics provides basic information about the WSIO web service.•Section 3 - Getting Started: Viewing the HUC12 Feature Layer is primarily intended for beginner-level users of web services and provides step-by-step instructions for viewing maps of indicator data using ArcGIS Online or ArcGIS Pro software.•Section 4 - Querying the WSIO Web Service is primarily intended for application developers and contains examples of how to query the WSIO web service to retrieve indicator data.2The WSIO web service provides access to a database of indicators for 12-digit Hydrologic Unit (HUC12) subwatersheds in the contiguous United States. HUC12 boundaries are based on topographic drainage patterns and are delineated by the US Geological Survey (USGS) and Natural Resources Conservation Service (NRCS) as part of the national Watershed Boundary Dataset1. HUC12s average approximately 35 square miles in size. The WSIO contains indicator data for 82,915 HUC12s and uses the February 2015 version of HUC12s produced for EPA’s EnviroAtlas mapping tool.The WSIO web service is published as a map service on EPA’s ArcGIS Server. The base URL for the WSIO web service is: https:///arcgis/rest/services/r4/wsio/MapServer. The WSIO web service is comprised of three items: the HUC12 Feature Layer, the Indicator Data Table, and the Indicator Information Table. A diagram of these components is provided in Figure 1. Key characteristics of each item are listed below.1.HUC12 Feature Layer (https:///arcgis/rest/services/r4/wsio/MapServer/0)o Includes polygons depicting HUC12 boundaries and an attribute table that stores indicator values.1 Refer to the USGS Watershed Boundary Dataset website for additional background information on HUC12 subwatersheds.o Each row of the attribute table contains indicator values for one HUC12. Different indicators are stored in the table’s columns.o The layer name is “NHDPlusV2_HUC12” and the coordinate system is WGS 1984 Web Mercator (Auxiliary Sphere), EPSG code 3857.2.Indicator Data Table (https:///arcgis/rest/services/r4/wsio/MapServer/1)o A standalone table of indicator values for HUC12s.o Contains the same data as the attribute table of the HUC12 Feature Layer.o The table name is “Indicator_Data”.3.Indicator Information Table (https:///arcgis/rest/services/r4/wsio/MapServer/2)o A table of supplemental information for indicators, including the full name of each indicator, category, subcategory, and description.o The “Field_Name” column contains indicator names exactly as they are stored in the HUC12 Feature Layer and Indicator Data Table. Therefore, the “Field_Name” column can be used tolook up supplemental information for specific indicators of interest.o The table name is “Indicator_Info”.HUC12 Feature Layer (Layer Name = NHDPlusV2_HUC12) -contains HUC12 polygons and an attribute table with indicator values for each HUC12FOREST_EVERGRN_PCT_WSIndicator Data Table (Table Name = Indicator_Data) - c ontains the same data as the HUC12Feature Layer attribute tableFOREST_EVERGRN_PCT_WSIndicator Information Table (Table Name = Indicator_Info)- c ontains supplemental information for indicatorsFOREST EVERGRN PCT WSField_Names match the column names of theHUC12 Feature Layer and Indicator Data TableFigure 1. Diagram of elements in the WSIO web service.33.1Viewing the HUC12 Feature Layer with ArcGIS OnlineThis section is provided for beginner users of web services that may be interested in viewing the WSIO indicator data with ArcGIS Online and creating basic maps. Note that the ArcGIS Online Map Viewer provides limited options to symbolize, filter, or otherwise interact with WSIO indicator data. Desktop GIS software, such as ArcGIS or QGIS, offers expanded options for creating maps using the WSIO indicator data. Section 3.2 of this guide describes how to add the HUC12 Feature Layer to ArcGIS Pro software.How to Open the ArcGIS Online Map ViewerClick the ArcGIS Online Map Viewer link at the top of the WSIO web service landing page to open the HUC12 Feature Layer in ArcGIS Online (Figure 2).Figure 2. Link to the ArcGIS Online Map Viewer on the WSIO web service landing page.The Contents pane of the Map Viewer displays the HUC12 Feature Layer from the WSIO web service (the layer name is “NHDPlusV2 HUC12”). The Indicator Information Table and the Indicator Data Table are also shown in the Contents pane (Figure 3).Figure 3. Initial view of the HUC12 Feature Layer in the ArcGIS Online Map Viewer with the Contentspane highlighted.How to Create an Indicator Map in the ArcGIS Online Map ViewerThe steps below can be used to create a basic map of indicator data within the ArcGIS Online Map Viewer.1.In the Contents pane, click on the symbology buttonfor the HUC12 Feature Layer to display the “ChangeStyle” menu.e the drop-down menu to pick an indicator ofinterest. Note: a description of the availableindicators can be viewed by opening the IndicatorInformation Table from the Contents pane.3.Pick a symbology method. The “Counts andAmounts (Color)” option is recommended.4.Click the “Options” button to customize thecolor scheme and select other display options. Orskip this step to use the default color scheme.5.Click “Done” to view a national map of theselected indicator.Figure 4 contains an example map created from the steps described above. The map displays values of the percent agricultural cover indicator. Refer to the ArcGIS Online help page for style settings for more information on customizing the display of a map.Figure 4. Example map of percent agricultural cover in HUC12s created in the ArcGIS Online MapViewer with the WSIO web service.How to Filter HUC12s in the ArcGIS Online Map ViewerThe filter option within the ArcGIS Online Map Viewer can be used to display a subset of HUC12s that meet one or more user-defined selection criteria. To apply a filter, follow the instructions below.1. In the Contents pane, click the filter buttonfor the HUC12 Feature Layer to display thefilter menu.2. The filter menu contains drop-down boxes for creating a filter expression. In this example, the map will be filtered to only display HUC12s that are located in Arkansas.In the first drop-down menu, type or select the “STATES2013”column. This column lists the states that each HUC12 intersects using 2-letter state abbreviations.3. Select “contains” from the second drop-down box and type “AR” for Arkansas in the third box.4. Click the “Apply Filter” button. With these settings, the filter will only display ArkansasHUC12s on the map by searching for HUC12s that contain “AR” in the “STATES2013” column.Figure 5 contains an example filtered map created from the steps described above. The map displays values of percent agricultural cover in Arkansas HUC12s. The filter menu can also be applied to only display HUC12s that meet a numeric expression, such as HUC12s with greater than 25% agricultural cover. Refer to the ArcGIS Online help page for applying filters for additional details on using the filter menu.Figure 5. Example map of percent agricultural cover in Arkansas HUC12s created in the ArcGIS OnlineMap Viewer with the WSIO web service.3.2Viewing the HUC12 Feature Layer in ArcGIS ProArcGIS Pro software provides users with additional options for creating custom indicator maps. This section describes steps for adding the WSIO web service to ArcGIS Pro. Depending on internet connection speed, users may experience long loading times when opening and viewing the HUC12 Feature Layer. In these cases, users may instead download a geodatabase of HUC12 polygons and data tables from the WSIO website for use in ArcGIS Pro or other GIS software.1.In ArcGIS Pro, open the Catalog pane andselect the Project tab. Right-click anywherein the grey pane and select “New ArcGISServer Connection.”2.In the dialog box, enter the Server URL: https:///arcgis/services and click OK. Ausername and password are not required.3. A new “Servers” item will automatically beadded to the Catalog pane. Click the arrownext to the “services on ”server icon to display a list of folders.4.Click the arrow next to the “r4” folder todisplay a list of map services in the folder.5.Click the arrow next to the “wsio” serviceicon to display a list of layers in the WSIOweb service.6.Right-click on the “NHDPlusV2_HUC12”layer and click “Add to Current Map.”The HUC12 Feature Layer will now appear in the Contents pane and HUC12s will display in the viewer window. The symbology of HUC12s can be customized to display any indicator and HUC12s can be filtered to only display HUC12s that meet user-defined selection criteria. Users can also run geoprocessing tools on the HUC12 polygons to complete additional analysis.4Watershed indicator data can be retrieved by querying the WSIO web service. A query is a string of text that contains user-supplied search parameters for retrieving data from a dataset. When a web service receives the query, the data that meet the search parameters are identified and returned to the user. For example, the HUC12 Feature Layer can be queried to retrieve indicator data for any user-defined geographic area of interest. The data returned by the query can then be used by application developers in desktop, mobile, or web-based applications to visualize or analyze HUC12 conditions.The base URLs for querying the HUC12 Feature Layer, Indicator Data Table, Indicator Information Table are listed in Table 1. Users of the WSIO web service can develop custom queries to define their desired outputs and the format of outputs. This section describes commonly used parameters for creating a custom query and example queries. The ArcGIS reference page for querying a map service contains a full list of query parameters that are available to map service users and descriptions of each parameter. The example queries in this section return outputs in “html” format to facilitate viewing in a web broswer. The output format is specified in the query with the Format parameter (f=html). Readers can change the Format parameter to view alternative formatting options (for example, f=json will return the results in JavaScript Object Notation (JSON) format).Table 1. Base URLs for querying the HUC12 Feature Layer, Indicator Data Table, and IndicatorInformation Table.Item Base URLHUC12 Feature Layer https:///arcgis/rest/services/r4/wsio/MapServer/0/query Indicator Data Table https:///arcgis/rest/services/r4/wsio/MapServer/1/query Indicator Informationhttps:///arcgis/rest/services/r4/wsio/MapServer/2/query Table。
Informix数据库参数设置说明
本说明从INFORMIX数据库的认证授权功能、安全日志功能,和其他自身安全配置功能提出安全要求。
1.账号
INFORMIX应提供账号管理及认证授权功能,并应满足以下各项要求。
编号:安全要求-设备-INFORMIX-配置-1
编号:安全要求-设备-INFORMIX-配置-2
2.口令
编号:安全要求-设备-INFORMIX-配置-4
编号:安全要求-设备-INFORMIX-配置-5
编号:安全要求-设备-INFORMIX-配置-29-可选
编号:安全要求-设备-INFORMIX-配置-6-可选
编号:安全要求-设备-INFORMIX-配置-7-可选
3.授权
编号:安全要求-设备-INFORMIX-配置-9
4.日志
编号:安全要求-设备-INFORMIX-配置-12
编号:安全要求-设备-INFORMIX-配置-28
5.其他
编号:安全要求-设备-INFORMIX-配置-36-可选
编号:安全要求-设备-INFORMIX-配置-37-可选。
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Pacific Asia Conference on Information Systems(PACIS)PACIS2009ProceedingsAssociation for Information Systems Year2009 Resource-based View in Information Systems Research:A Meta-Analysis Ting-Peng Liang∗J.J.You†∗National Sun Yat-sen University,Taiwan China,tpliang@.tw†National Sun Yat-sen University,Taiwan China,youjun@.twThis paper is posted at AIS Electronic Library(AISeL)./pacis2009/72RESOURCE-BASED VIEW IN INFORMATION SYSTEMSRESEARCH: A META-ANALYSISTing-peng Liang,Chair Professor, National Sun Yat-Sen Universityand Visiting Professor, City University of Hong KongNo. 70, Lienhai Rd., Kaohsiung 80424, Taiwan, R.O.C.tpliang@.tw or tpliang@.hkJun-jer You,Ph.D. student of Management Information SystemNational Sun Yat-Sen UniversityNo. 70, Lienhai Rd., Kaohsiung 80424, Taiwan, R.O.C.D954020009@.twAbstractResource-based view is the theory that has been applied to analyze the impact of information technology on business performance. Its main argument is that competitive advantages are determined by the unique valuable resources controlled by an organization. IT as a valuable asset will have positive effect on firm performance. However, previous research on the issue is inconsistent. This paper reports a meta-analysis of 42 papers published in major journals in information systems. Our findings indicate that the capability mediated model is better than the direct effect model and the major impact of IT is on efficiency indica-tors.Keywords: Resource-based View, Firm Performance, IT Value, Meta Analysis1. INTRODUCTIONHow information technology can help improve firm performance is an important research issue in infor-mation systems research. A major theory that has been adopted to analyze the issue is the resource-based view (RBV) proposed by Wernerfelt in 1984. The basic argument of RBV is that firm performance is determined by the resources it owns. When RBV is applied to analyze the effect of information technol-ogy (IT), IT is considered an organizational resource that can enhance organizational capabilities and eventually lead to higher performance.Although the use of RBV in analyzing the contribution of IT to firm performance makes a great sense and a large number of papers related to this approach have been published, the findings are inconclusive. There are also some criticisms on the value of the RBV approach (Saeed, Yujong et al. 2002; Barua, Konana et al. 2004). Therefore, it is useful to conduct a meta-analysis that consolidate the findings and examine possible problems so far.The purpose of this paper is to report the findings from a meta-analysis on papers published in major research journals after 1990. We propose a framework to integrate measures used in previous research and examine the overall effect of different constructs. The remainder is organized as follows. In section 2,we review existing literature to aggregate different independent, dependent and mediating variables used in different papers to build our research framework. The sample and method used for the study is ex-plained in Section 3. The result is presented in Section 4. The final section provides discussion and conclusion.2. LITERATURE REVIEW AND RESEARCH FRAMEWORKThere are three major constructs in the RBV model. The first is resources that include all of the asset, capability, organization process, enterprise character, information and knowledge, etc. that an enterprise be able to control, give the ruling, allocate the efficiency improving or achieve efficiency strategy (Barney 1991). The dependent construct is firm performance that may include management and financial performance. Although some papers focus on the direct relationship between resources and performance, many recent papers also include organizational capabilities as the mediator between resources and performance. Therefore, we will examine both the direct and indirect effect of resources on firm perform-ance.2.1 IS as Organizational Resource.When RBV is applied to analyze the value of IT, information systems are usually considered to be a type of resources. Barney(Barney 1991) argues that organizational resource that can create advantage must have the following attributes:Valuable: the resource can enable a firm to conceive or implement strategies that improve its effi-ciency or effectiveness;Rare: the resources should not be possessed by a large number of competing firms;Imperfectly Imitable: the resources should not be easily imitated due to unique historical condi-tions, causally ambiguous, or social complex;Non-Substitutable: The resource should not be easily replaced by other substitutes.Because not all resources are considered having value in RBV, the first issue facing IS research is the selection of resource variables. Some studies only chose technology context such as IT investment, IS adoption, and IT infrastructure as resources (Weill 1992; Mitra and Chayam 1996; Kar Yan 1998; Banker, Bardhan et al. 2006); others also included intangible resources such as management skill, staff training, and knowledge management (Byrd and Davidson 2003; Ranganathan, Dhaliwal et al. 2004; Bhatt and Grover 2005; Ravinchandran and Lertwongsatien 2005).A more comprehensive approach proposed by Zhu (Zhu, Kraemer et al. 2004) adopted the TOE frame-work in firm performance research, which includes Technology, Organization, and Environment. The TOE framework was originally developed by Tornatzky and Fleischer (Tornatzky 1990), who identifies technological, organizational, and environmental contexts to be three major aspects that influence the process of adopting and implementing a technological innovation.Technological context describes both the internal and external technologies relevant to the firm. These include existing technologies inside the firm, as well as the pool of available technologies in the market. In Zhu’s study, technology readiness (usage, front-end and end-front function) was used as a resource. Other factors that can be considered to be technological factors include information infrastructure, IT investment or information system usage. Organizational context is defined in several ways: firm size and scope, the centralization, formalization, and complexity of managerial structure, human resources quality; and the amount of available slack resources. In Zhu’s study, it included firm size, global scope, and financial resource. However, other factors that need to be considered are also included in our study. Environmental context is the arena in which a firm conducts its business-its industry, competitors, accessto resources supplied by others, and dealings with government. The inclusion of this kind of factors is quite diversified and hence is not chosen in our meta-analysis.2.2 Firm PerformanceThe major dependent variable in the RBV model is firm performance. Previous research has used a number of indicators to measure firm performance. These indicators fall into three general categories: 1.finance, 2.efficiency and 3.others. Financial Indicators include commonly used measures such as ROI (Mahmood and Mann 1993), ROE (Hitt and Brynjolfsson 1996; Rai, Patnayakuni et al. 1997; Shin 2006), ROS (Mahmood and Mann 1993; Kar Yan 1998; Bharadwaj 2000; Tanriverdi 2006), revenue (Francalanci and Galal 1998; Devaraj and Kohli 2000; Rai, Patnayakuni et al. 2006) and sale (Weill 1992; Mahmood and Mann 1993; Rai, Patnayakuni et al. 1997; Palmer and Markus 2000; Zhuang and Lederer 2006). These indicators usually can show the firm’s capability in making profits. In addition to financial indicators, many research also uses indicators for measuring efficiency improvement such as productivity (Brown, Gatian et al. 1995; Mukhopadhyay, Javier Lerch et al. 1997; Rai, Patnayakuni et al. 1997; Zhu, Kraemer et al. 2004; Zhuang and Lederer 2006), cost reduction (include COG/S, SGA/S and so on) (Mitra and Chayam 1996; Zhu and Kraemer 2002; Ranganathan, Dhaliwal et al. 2004; Banker, Bardhan et al. 2006; Wang, Tai et al. 2006) to examine the impact of IS on the operational efficiency of a firm. There are other special indicators being used in certain circumstances such as customer satisfaction (Devaraj and Kohli 2000; Ranganathan, Dhaliwal et al. 2004; Ray, Muhanna et al. 2005), Tobin’ q (Saeed, Grover et al. 2005; Tanriverdi 2006), and market share (Barua, Kriebel et al. 1995; Sircar, Turnbow et al. 2000; Byrd and Davidson 2003). Because the indicators in the third category many not have enough commonality, we only include financial and efficiency indicators in our study.2.3 Capabilities as MediatorsAlthough resources can have direct effect on firm performance, most recent understanding is that the effect of valuable resource may need other factors. One of which is resource complementary, which argues that the integration of different complementary resources can generate synergy that can lead to better performance (Melville, Kraemer et al. 2004; Wade and Hulland 2004; Zhu 2004). Other studies also propose factors such as strategic fitness that argue the alignment between IT and business strategy can enhance firm performance (Chan, Huff et al. 1997; Palmer and Markus 2000; Choe 2003). Outsourc-ing (Bardhan, Whitaker et al. 2006) and innovation (R&D) (Li and Ye 1999; Shin 2006) are also exam-ined in a few articles.Among those possible factors, organizational capabilities (Chan, Huff et al. 1997; Bharadwaj 2000; Santhanam and Hartono 2003; Bhatt and Grover 2005; Ravinchandran and Lertwongsatien 2005; Rai, Patnayakuni et al. 2006; Karimi, Somers et al. 2007) are the most liked mediators in existing literature. The rationale is that valuable resources can provide or enhance certain strategic capabilities to deal with competitors through the integration and utilization of these resources. These enhance capabilities can result in higher firm performance. For instance, Bharadwaj’s (Bharadwaj 2000) examined the effect of high and low capability and found that high IS capability group performs significantly better than the control group.In a comprehensive review, Wade and Hulland (Wade and Hulland 2004) divided capabilities into three categories: outside-In, inside-Out and spanning. In a later study, Hulland and Wade (Hulland, Wade et al. 2007) further simplify the capabilities into internal and external.(1) Internal capability: It emphasizes on utilizing resources to enhance internal controls capabilities and strengthen cooperation performance between the departments, and improve capacity of the system and development, including the management of internal relationships, IS Planning, management skill, and IT experience(Hulland, Wade et al. 2007).(2) External capability: It emphasizes on capabilities related to the ability to adapt to the external envi-ronment, the ability to work with external partners (such as upstream and downstream suppliers and manufacturers) for cooperation and information sharing, the capacity of facing the market and customer needs promptly. They are mainly concerned with partnership management, market response and organiza-tional agility (Hulland, Wade et al. 2007).2.4 Research Framework and HypothesesAccording to the literature review as described above, we can develop a research model as shown in Figure 1 and posit the hypothesis. The research framework includes two paths: one shown the direct effect of resources on performance and the other shows the path mediated by organizational capabilities.H1: Direct Effect ModelTechnology and organization resource is positively associated with firm performance.H1 can be divided into four sub-hypotheses:H1a: Technology resource is positively associated with firm financial performanceH1b: Technology resource is positively associated with firm efficiency performanceH1c: Organization resource is positively associated with firm financial performanceH1d: Organization resource is positively associated with firm efficiency performanceH2: Effect of resource on capabilitiesTechnology and organization resources are positively associated with organizational Capabilities.Since both resource and capability include two categories, H2 can be divided into four sub-hypotheses: H2a: Technology resource is positively associated with firm’s internal capabilityH2b: Technology resource is positively associated with firm’s external capabilityH2c: Organization resource is positively associated with firm’s internal capabilityH2d: Organization resource is positively associated with firm’s external capabilityH3: Effect of capabilities on performanceFirm capability is positively associated with firm performance.H3 can be divided into four sub-hypotheses:H3a: Firm internal capability is positively associated with firm’s financial performanceH3b: Firm internal capability is positively associated with firm’s efficiency performanceH3c: Firm external capability is positively associated with firm’s financial performanceH3d: Firm external capability is positively associated with firm’s efficiency performanceFigure 1 The Framework of This Research3. RESEARCH METHODOLOGYThis study use meta-analysis on published research findings. The research procedures include the follow-ing.3.1 Data CollectionThe sample for this research includes empirical studies reported in top 10 journals in the MIS area. We used multiple keywords to search relevant papers, including firm or business performance, resource, capability, and competitive advantage. A total of 118 papers were found in the initial search. We then applied three criteria to identify useful papers. First, the study must be empirical or fields studies and provide quantitative data. Second, the topic of paper must be IT-enable firm performance study, and the unit of analysis must be organizations rather than individuals, groups or sectors of an organization. Third, it must report the correlation between dependent and independent variables. The screening resulted in 42 studies published between 1990 and 2007.3.2 Variable CodingThe selected articles were coded based on our research framework. Two independent experts in the MIS area conducted the coding. Inconsistent coding was resolved through discussion and the participation of the third expert. The classification of organizational resources is shown in Table 1 below.Technology ResourceVariable Including ItemsIT Investment IT InvestmentIT BudgetIT SpendIT PurchaseIT ExpenditureIT Infrastructure IT InfrastructureNumber of PC ,serverPC/worker ratioNetwork (infrastructure)IT Assets IT assets,valueIT capitalIT stockSoftware or System ApplicationIT innovationSystem adoption (ERP,DSS, etc.) Organization ResourceVariable Including ItemsKnowledge Resource knowledge capital, assetsManagement processesIS Human Resource Human Resource, numbers, skillstaff expenses,training (spending)Financial Resource Financial Resourcenon-IT budget(funds)Table 1 The Rules of Resource CodingThe coding of capabilities follows Hulland’s structure to divide them into internal and external capability (Hulland, Wade et al. 2007). Individual variables included in each category are described in the following.Internal capability (IC): According to our discussion of the previous section, IC represents the internal capacity within the enterprises for execution. Therefore, we included measures such as capability for managing internal relationships and IS planning and change management. Managing internal relationships mainly comes from the effect of internal use of IT resources to reduce internal communication costs, enhance efficiency, or improve the utilization rate of resources within the firm; that is, synergy (Bharadwaj 2000), assimilation (Armstrong and Sambamurthy 1999), and collaboration (Heeseok and Byounggu 2003; Nosek and McManus 2008). This usually comes from the efficiency of the use of IT to enterprises and it makes sectors work in between more closely and get better relationship. Moreover, such relationships help to span the traditional gaps that exist between functions and departments, resulting in superior competitive position and firm performance.External capability (EC): This includes external relationship and market responsiveness. External relationship indicates capabilities from the infrastructure and systems that help maintain good relationship with business partners. The ability to share information in SCM or CRM in customer services is an example of external capability. Market responsiveness is also taken from Wade (Wade and Hulland 2004) and Hulland (Hulland, Wade et al. 2007). It represents the adjustment capacity that a firm reacts to major changes in the market. IT can help an organization meet the rapid change of its external environment. The common indicators include flexibility (Heeseok and Byounggu 2003; Wade and Hulland 2004), agility (Sambamurthy, Bharadwaj et al. 2003), quick response (Palmer and Markus 2000), and strategic fitness. Firm performance measures were coded into financial and efficiency performance. Financial indicators are common measures in performance-related research. All financial indicators such as ROA, ROI, ROE, ROS, Sale (growth), and stock share returns were coded into this category. Efficiency indicators are those related to the non-financial productivity of the organization.3.3 Data AnalysisA total of 72 usable relationships were identified from coding the 42 published studies. Table 2 shows the descriptive result of the relationships. As shown in the table, the number of studies that can be used to test our hypotheses varies from 3 to 8. A preliminary examination of the result shows overwhelming positive relationships but inconsistent findings do exist in existing published literature. For example, three positive, one insignificant and one negatively significant relationship has been reported between organizational resources and internal capabilities.Relationship No. ofStudiesSignificantPositiveNotSignificantSignificantNegativeRemarksH1a: TR-IC 3 2 1 0 H1b: TR-EC 6 4 2 0 H1c: OR-IC 5 3 1 1 H1d: OR-EC 3 2 1 0 H2a: IC-FP 4 2 1 1 H2b: IC-EP 3 3 0 0 H2c: EC-FP 8 5 3 0 H2d: EC-EP 4 2 2 0 H3a: TR-FP 4 2 2 0 H3b: TR-EP 6 3 3 0 H3c: OR-FP 8 5 3 0 H3d: OR-EP 5 3 2 0 TR: Technology Resource OR: Organizational Re-source IC: Internal CapabilityEC: External Capability FP: Financial Performance EP: Efficient PerformanceTable 2 Descriptive Statistics of the Coding Result4. HYPOTHESIS TESTING RESULTSMethods commonly used in meta-analysis include Hunter and Schmidt (Hunter and F.L. Schmidt 1990), Hedges and Olkin (Zhu and Kraemer 2002) and Rosenthal (Rosenthal 1991). In this study, we use the average plot of product moment correlation r as the fundamental basis of meta analysis, and combined Fish Z scores and Fail Safe N (Rosenthal 1991) for each construct to test the significance of our hypothe-sis. The fail-safe N statistic was to provide the number of insignificant correlations that would have to be included in the sample to reverse the conclusion that a significant relationship exists. According to Rosenthal’s (Rosenthal 1991) suggestion, the significant threshold of fail-safe N in 95% confidential level is Nfs > 5 * k + 10, where Nfs is the fail-safe N and k is the total number of studies in each relationship. The results are shown below.4.1 Resource to Capability.The resulting statistics between resources and capabilities are shown in Table 3. According to Cohen (1977)’s definition, when the True Population Effect Size (r)> 0.1 is known as the low-scale effect, r> 0.3 is medium effect scale, and r> 0.5 is the high effect scale. Therefore, H1a (TR-IC) has a high effect on capabilities and H1b (TR-EC) has a medium effect. Both are supported. H1c (OR-IC) is also supported with a medium effect size. The only hypothesis that is not supported is H1d (OR-EC), which means insignificant relationship between organizational resources and external capabilities. The Combined Z Scores and the test results on Nfs further strengthen the above result. Except for H1d, all combined Z Scores are significant at p <0.001, and Nfs are significant at p <0.05.RelationshipH1a:TR-ICH1b:TR-ECH1c:OR-ICH1d:OR-ECNo. of Studies 4 3 8 4Total samples size 817 847 1173 1126True Population Effect Size (r) 0.508 0.461 0.430 0.025Combined Z Scores 15.617***14.234***15.4833***0.869Threshold of Fail-safe N(p=0.05)25* 40* 35* 25Fail-safe N (p=0.05) 28 50 39 -1Hypothesis Supported Supported Supported Supported No*: p < 0.05; **: p < 0.01; ***: p < 0.001Table 3 Correlations between Resource and CapabilityTherefore, we can conclude that enterprises with higher technology resources can significantly enhance their internal and external capabilities but organizational resources can only improve internal capabilities.4.2 Capability to Performance.The result from meta-analysis on the correlations between capability and performance is shown in Table 4. Three hypotheses have medium effect and one (H2d) has no effect due to insignificant statistically. H2b (IC-EP) is supported significantly, which means internal capabilities has a significant positive effect on the efficiency of the organization. H2a and H2c are weakly supported, which indicates that both internal and external capabilities can enhance financial performance of a firm. They are significant by combined Z score but do not pass the Nfs thresholds.Relationship H2a:IC-FPH2b:IC-EPH2c:EC-FPH2d:EC-EPNo. of Studies 7 6 8 8 Total samples size 1352 640 861 1361 True Population Effect Size (r) 0.336 0.386 0.353 0.029Combined Z Scores 12.711***14.397***10.708*** 1.092 Threshold of Fail-safe N in 0.05 45 40 50 50 Fail-safe N (p=0.05) 26 44 29 -3Hypothesis SupportedWeaklySupportedSupportedWeaklySupportedNo*: p < 0.05; **: p < 0.01; ***: p < 0.001Table 4 Correlations between Capability and Performance4.3 Direct Effect of Resource on Performance.Table 5 shows the result of the direct effect model. Unfortunately, we find only one significant combines Z score (H3b) to show weakly support of the positive impact of technology resource on efficiency, but its effect size is low (<0.3) and does not pass the Nfs threshold. The other three relationships are insignifi-cant.RelationshipH3a:TR-FPH3b:TR-EPH3c:OR-FPH3d:OR-EPNo. of Studies 4 6 8 5Total samples size 865 623 650 465True Population Effect Size (r) 0.018 0.272 0.153 0.219Combined Z Scores 0.911 2.121* 1.143 1.185Threshold of Fail-safe N in 0.05 30 40 50 35Fail-safe N (p=0.05) 1 25 15 21HypothesisSupportedNo Weak support No No*: p < 0.05; **: p < 0.01; ***: p < 0.001Table 5 Correlations between Resource and Performance5. DISCUSSION AND CONCLUSIONIn this study, we have reviewed 42 published studies on using RBV to investigate whether IT can enhance firm performance and found the following. First, the mediated model that includes organizational capa-bilities as mediators between organizational resources and firm performance can better explain the value of IT than the direct effect model without organizational capabilities. Second, we find that technology resources can improve internal capabilities and efficiency but its effect on external capabilities and financial performance is relatively insignificant. This may be related to the nature of information technol-ogy. Another possible explanation is that there are so many different factors that may affect the financial performance of an organization. The effect of IT may be overshadowed by those other factors. Other potential reason is that the effect of IT investment may have time lag as argued in Kohli’s paper (Kohli and Devaraj 2003; Wu and Chen 2006). Unfortunately, we do not have adequate data to examine the effect due to time lag or whether the effect exists.Meta-analysis has some inherent limitations. First, we are comparing data collected from different sources and at different time. These data may have very different attributes such as different industries(Weber and Pliskin 1996; Prattipati and Mensah 1997; Shin 2001; Zhu and Kraemer 2002; Shin 2006) ,firm size(Mitra and Chayam 1996; Zhu, Kraemer et al. 2004) national conditions (Kar Yan 1998; Zhu, Kraemer et al. 2004; Zhu and Kraemer 2005), or economic environment. All these factors could cause biased observations. Nonetheless, the aggregated results from our meta-analysis provide more robust conclusions as they are derived from large samples to even out possible errors due to data collection in individual studies. The second limitation is that different coding may lead to different results. This exists in all research that involves human coding. We believe that we have done our best to ensure a consistentcoding process. 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