The topic of Group 9 (com 5104)

Journal of ManagementDOI: 10.1177/0149206399025003021999; 25; 231 Journal of Management Maureen L. Ambrose and Carol T. Kulik Old Friends, New Faces: Motivation Research in the 1990s /cgi/content/abstract/25/3/231The online version of this article can be found at: Published by:On behalf of:Southern Management Associationcan be found at:Journal of Management Additional services and information for/cgi/alerts Email Alerts:/subscriptions Subscriptions:/journalsReprints.nav Reprints:/journalsPermissions.nav Permissions:/cgi/content/refs/25/3/231SAGE Journals Online and HighWire Press platforms): (this article cites 253 articles hosted on the CitationsOld Friends,New Faces:MotivationResearch in the1990sMaureen L.AmbroseUniversity of ColoradoCarol T.KulikArizona State UniversityThis article reports the principalfindings of over200studies of work motivation published between January1990and December1997.We examined research relevant to seven traditional motivational theo-ries(Motives and Needs,Expectancy Theory,Equity Theory,Goal-Setting,Cognitive Evaluation Theory,Work Design,and ReinforcementTheory)and three emerging topic areas(Creativity,Groups,and Cul-ture).For each area,we summarize the research,identify trends anddiscuss issues that deserve further research attention.We conclude byexamining trends in research in thefield overall and considering theimplications of these trends for the future role of motivation in organi-zational behavior research.©1999Elsevier Science Inc.All rightsreserved.Employee performance is frequently described as a joint function of ability and motivation,and one of the primary tasks facing a manager is motivating employees to perform to the best of their ability(Moorhead&Griffin,1998).In fact,motivation has been described as“one of the most pivotal concerns of modern organizational research”(Baron,1991:1).But what exactly is work motivation?Pinder(1998)describes work moti-vation as the set of internal and external forces that initiate work-related behavior, and determine its form,direction,intensity,and duration.Work motivation is a middle-range concept that deals only with events and phenomena related to people in a work context.The definition recognizes the influence of both envi-ronmental forces(e.g.,organizational reward systems,the nature of the work being performed)and forces inherent in the person(e.g.,individual needs and motives)on work-related behavior.An essential feature of the definition is that it views work motivation as an invisible,internal,hypothetical construct(Pinder,1998).We cannot actually see work motivation nor can we measure it directly.Instead,we rely on established Direct all correspondence to:Maureen L.Ambrose,Department of Management,College of Business Admin-istration,University of Central Florida,Orlando,FL32816.232MOTIVATIONtheories to guide us in measuring the observable manifestations of work motiva-tion.For some theories(e.g.,equity theory),work motivation is expected to manifest itself in both attitudinal(e.g.,satisfaction)and behavioral(e.g.,perfor-mance)measures,whereas for other theories(e.g.,goal-setting)the primary manifestation of work motivation is behavioral(e.g.,enhanced performance when ability is held constant).This article presents a review of empirical research on work motivation published during the1990s.We conducted a series of partially overlapping searches of the ABI/INFORM and PsychINFO electronic databases for the period January1990through December1997.First,a search using the keywords“work”and“motivation”identified1127abstracts.Additional searches using keywords related to traditional motivational theories(e.g.,“equity theory”)identified5021 abstracts.Given this volume of published research,we established guidelines to narrow the scope of our review.First,we limited our review to studies addressing work motivation.Thus,we included only research using adult subjects(vs.children or adolescents)and focusing on work behavior(vs.academic achievement,recreational activities, etc.).We included laboratory studies using student subjects if the students were performing a physical or cognitive task that might generalize to activities in a work setting.We did not include research on sports behavior unless subjects were performing the sport as part of their employment(e.g.,as professional athletes). Second,we reviewed only empirical work published in English language journals. We did not include in our review theories that have yet to generate empirical work (e.g.,Kidwell&Bennett,1993;Klein,1990;Vardi&Weiner,1996).Nor did we include previous reviews of the literature(e.g.,Kanfer,1990;Locke&Latham, 1990a,1990b)or book chapters(e.g.,George&Brief,1996;Griffin&McMahan, 1994;Kanfer&Heggestad,1997).Third,we concentrated on studies in which work motivation was a central focus.We did not include articles examining specific types of motivation(e.g.,motivation to manage,motivation to be an entrepreneur),articles describing instrument development(e.g.,Amabile,Hill, Hennessey,&Tighe,1994;Furnham,Sadka,&Brewin,1992),or articles in which motivation was only one of a constellation of variables.After applying these guidelines,the scope of our review covered more than200articles.We apologize if we have omitted empirical work that should appear.However,we are confident we have captured the major thrust of motivation work during this time period.The review is organized into two main sections.Thefirst section focuses on our“old friends.”These are the traditional motivational theories with which we are all familiar and whose absence one would sorely miss.Our old friends are: Motives and Needs,Expectancy Theory,Equity Theory,Goal-Setting,Cognitive Evaluation Theory,Work Design,and Reinforcement Theory.After reviewing the empirical work in each area,we provide our assessment of the research accom-plishments during the1990s and the research challenges that remain.The second section of the review focuses on“new faces.”These are research areas that have seen increased interest and activity during the1990s.The new faces include:Creativity,Groups,and Culture.Each of these areas has its roots in JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999one (or more)of our old friends.However,each has grown beyond these roots and established an independent personal identity.For each of our new faces,we summarize the research conducted and discuss strengths and weaknesses.Finally,in our conclusion,we describe the trends we observed in motiva-tional research in the 1990s and discuss the implications of these trends for motivational research in the next century.Old Friends:Motives and NeedsMotivation research has a long history of considering employee motives and needs (Alderfer,1969;Maslow,1954;McClelland,1961).Interest in these areas peaked in the 1970s and early 1980s,and the last fifteen years has seen little empirical or theoretical research.The majority of work on motives and needs in the 1990s falls into three areas:an examination of the job attributes that motivate individuals,research that examines need for achievement,and research on the Protestant work ethic.Motives.We identified seven articles that focused on the job attributes that motivate employees.Most of this research used Herzberg’s distinction between intrinsic (motivators)and extrinsic (hygiene)factors (Herzberg,1982;Herzberg,Mausner,&Snyderman,1967)and compared the attributes preferred by one group (usually public sector employees)to those preferred by another.For example,Maidani (1991)compared public sector and private sector employees’ratings of the importance of fifteen job factors.He found that both sectors identified intrinsic factors as important,but public sector employees rated extrin-sic factors as more important than private sector employees did.Jurkiewicz and Massey (1997)found that public sector supervisory and non-supervisory employ-ees had similar preferences for fifteen job attributes.However,non-supervisory employees reported not receiving what they wanted on fourteen of the fifteen dimensions,whereas supervisory employees reported gaps on only half of the attributes.Emmert and Taher (1992)examined the effect of intrinsic and extrinsic job factors on the satisfaction,work involvement,and work motivation of pro-fessional public sector employees.They found public sector professionals’social relations on the job and the fulfillment of intrinsic needs were the best predictors of attitudes.Gabris and Simo (1995)assessed whether public sector employees were motivated by different needs (e.g.,a higher need to serve the public and lower need for monetary rewards)than private sector employees and found no significant differences on twenty motivational needs.Employees of non-profit organizations responded similarly to both groups,reporting only a lower need to compete,a lower need for autonomy,and a higher need for serving the commu-nity.Finally,Vinokur-Kaplan,Jayaratne,and Chess (1994)examined the impact of workplace conditions and motivators on the job satisfaction and retention of social workers in public agencies,non-profit agencies,and private agencies.They found opportunities for promotion and job challenge were the most important factors influencing the job satisfaction of individuals in non-profit and public agencies.Additional research on motives examined the continuing relevance of Herz-berg’s theory.Relying on a small sample of engineers,Phillipchuk and Whittaker233M.L.AMBROSE AND C.T.KULIK JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999234MOTIVATION(1996)found significant differences between their results and Herzberg’s(1982). For example,their results showed no advancement motivators and half the typical recognition and responsibility motivators.Additionally,both advancement and recognition had a higher frequency of dis satisfaction than satisfaction.Finally, neither salary or job security was identified by respondents as important to their satisfaction or dissatisfaction.Although the authors conclude their results validate Herzberg’s theory,a closer examination suggests significant differences between theirfindings and Herzberg’s exist.Three studies examined the motives of individuals in non-U.S.contexts. Leviatan(1992)found older(45ϩyears)kibbutz workers preferred jobs that satisfied higher order needs to jobs offering better physical conditions or conve-nience.In a study of Australian directors of child-care centers,survey respondents reported that intrinsic motivators such as“interesting and challenging work”and “feeling of achievement”were more important to their job satisfaction than “salary”(Savery&Wingham,1991).In contrast,Caribbean hotel workers iden-tified higher wages,working conditions,and appreciation for their work as prime motivating factors(Charles&Marshall,1992).Needs.Recent research on needs focused primarily on need for achieve-ment.This work usually examined the relationship between need for achievement (or achievement striving)and work behavior.Research demonstrated that achievement striving is related to sales performance(Bluen,Barling,&Barns, 1990)and in-role behavior(Lee,1995).Achievement also interacts with other variables to influence performance.For example,Barling,Kelloway,and Cheung (1996)found achievement striving interacted with time management to predict sales performance.Wright,Kacmar,McMahan,and Deleeuw(1995)demon-strated that cognitive ability moderates the relationship between need for achieve-ment and performance.Longitudinal studies on achievement motivation demonstrated that achieve-ment predicts future performance.Stein,Smith,Guy,and Bentler(1993)found lower adolescent achievement motivation significantly predicted more negative job behaviors and lower job satisfaction in young adulthood.Miner,Smith,and Bracker(1994)found the motivational variable of task theory(which closely parallels achievement motivation theory and includes a desire for personal achievement)predicted entrepreneurial successfive years later.McClelland and Franz(1992)found parenting achievement pressure in thefirst two years of life was associated with adult need for achievement and earned income.Protestant work ethic.The Protestant Work Ethic(PWE)represents the degree to which individuals place work at or near the center of their lives.PWE has become conceptualized as a key individual difference variable that may influence adult’s work attitudes and behaviors.Research during the1970s and 1980s demonstrated that individuals who score highly on the PWE were more satisfied with their jobs,were more involved with their jobs,were more commit-ted to their organizations,and more likely to stay with their organization.(See Furnham,1990,for a review.)Research during the1990s replicates some of these findings and expands the outcome variables considered in PWE research. JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999Randall and Cote (1991)found that individuals holding a strong PWE were more involved with their jobs.Saks,Mudrack,and Ashforth (1996)found,in a sample of temporary employees,that high work ethic employees had lower turnover rates than low work ethic employees did.Saks et al.demonstrated that job satisfaction and organizational commitment mediate the effect of PWE on turnover.Mudrack (1992)found that individuals endorsing PWE were more likely to visit their company’s fitness center and more likely to believe that exercise led to work-related benefits.Judge and Martocchio (1996)demonstrated that individuals who scored higher on the PWE were more likely to make internal attributions about their absences from work than individuals who scored lower on PWE.Weaver (1997a)reported that self-employed individuals more strongly endorsed PWE beliefs than organizationally employed individuals.Three studies examined PWE in non-U.S.samples.Ali and Azim (1995)found a positive correlation between PWE and work loyalty in a Canadian sample.In a sample of Bangladeshi employees,Khaleque (1992)found work ethic was related to work performance.However,while the correlation between PWE and performance was positive for both men and women,the relationship was signif-icant only for men.Tang (1990)examined the relationship between PWE,feedback,and intrinsic motivation for Taiwanese university students.Tang reports a significant interaction between PWE and feedback.Intrinsic motivation (as measured by time spent on a task during a free-choice period)increased for low PWE subjects who received negative performance feedback.However,perfor-mance feedback (positive or negative)did not affect the intrinsic motivation of high PWE subjects.Finally,two studies consider if there has been a decline in PWE.Examining data from nationwide public opinion surveys from 1973–1993,Weaver (1997b)found no decrease in work ethic.Similarly,Tansey,Hyman,Zinkhan,and Chowdhury (1997)evaluated work,achievement,leisure,and affiliation themes in business magazine advertisements.They conclude there has been no decline in work ethic in the United Kingdom or United States.Research accomplishments.Herzberg’s (1982)distinction between intrin-sic and extrinsic factors continues to have considerable intuitive appeal,particu-larly in organizational settings in which managers have limited access to financial motivators.Individuals consistently express preferences for intrinsic job at-tributes,and individuals’preference patterns may eventually contribute to our understanding of employees’occupational and organizational choices.The re-search examining need for achievement has begun to use more sophisticated research designs permitting the examination of interactive and longitudinal effects on performance (McClelland &Franz,1992;Wright et al.,1995).Research on the PWE has expanded in scope,examining a broad range of outcome variables (e.g.,fitness center use,intrinsic motivation,absence attributions).Research challenges.The limited research on motives during the 1990s is disappointing given that other areas of micro organizational behavior research (e.g.,employee selection)have demonstrated the value of personality and dispo-sitional variables in predicting employee behavior.As motives can be conceptu-235M.L.AMBROSE AND C.T.KULIK JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999236MOTIVATIONalized as reflecting underlying personality differences,one might expect similar advances in motivation research.(See Kanfer&Heggested,1997,for a discussion of the role of personality in motivation research.)Unfortunately,much of the research on motives is atheoretical and none of the studies we reviewed attempted to link preferences for job attributes to work behavior.Research on motives relies primarily on individuals’self-reported preferences for job attributes and has found few consistent differences between groups in preference patterns.It is notable that none of this research appears in mainstream management journals.A similar observation can be made for research on PWE.This work usually is not guided by theory;few studies consider effects on work performance. Although research on need for achievement seems to have progressed past the “personality variable du jour”stage,research on needs has neglected other relevant needs(e.g.,need for power or need for affiliation).Expectancy TheoryExpectancy theory(Vroom,1964)suggests that motivation is a multiplica-tive function of three constructs:expectancy,instrumentality,and valence.Em-pirical work on expectancy theory declined substantially in the1990s.In a meta-analysis of expectancy theory research,Van Eerde and Thierry(1996)report seventy-four empirical studies that test expectancy theory predictions conducted prior to1990;we identify only ten such studies since1990.This decrease in research on expectancy theory likely reflects the theory’s maturity.Expectancy theory generated substantial interest following its introduction in the1960s.Thirty years later most of the basic questions about the theory have been examined. However,direct tests of expectancy theory describe only some of the relevant work in this area.Research on expectancy theory in the1990s falls into four categories:research that uses expectancy theory as a general framework,direct tests of expectancy theory,integrations of expectancy theory with other theories of motivation,and subjective expected utility theories as a forum for examining decision biases.Expectancy theory as a general framework.A variety of work uses expectancy theory as a general framework for assessing,interpreting,or evalu-ating employee behavior.This research does not explicitly test the tenets of expectancy theory,although it often measures and incorporates some features of the theory.For example,Rasch and Tosi(1992)integrated elements of expectancy theory,goal-setting,and need for achievement in examining the perceived per-formance of software engineers.They distilled expectancy theory characteristics to a measure of effort and demonstrated that effort affects performance and is affected by goal difficulty,goal clarity,and achievement needs.Monge,Cozzens, and Contractor(1992)examined the effect of two communication variables (information and group communication)and three motivational variables(per-ceptions of equity,expectations of benefits,and perceived social pressure)on innovations in organizations that utilized Scanlon plans.Although the rationale for expectations of benefits is explicitly linked to expectancy theory,the opera-tionalization of this variable does not reflect the theory.Similarly,Harrison(1995) used a subjective expected utility approach as a basis for an extended theory of JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999volunteer motivation.However,his empirical work did not include assessment of subjective expected utility.Overall,although this type of research is informed by expectancy theory,it relies on the theory only in the most general terms.Direct tests of expectancy theory.The most comprehensive examination of expectancy theory in the 1990s is the meta-analysis by Van Eerde and Thierry (1996).Van Eerde and Thierry analyzed the correlations of seventy-seven studies (from 1964to 1990)on Vroom’s (1964)original expectancy model and work-related criteria.They examined the effect of each element of expectancy theory (expectancy,instrumentality,and valence)as well as motivational force (the multiplicative model)on each of five criteria (performance,effort,intention,preference,and choice).They also considered two moderators previously dis-cussed in the literature—type of design (within-subjects vs.between-subjects)and measurement of constructs.A continuing issue in expectancy theory research is the interpretation and operationalization of the expectancy,instrumentality,and valence constructs (see Van Eerde and Thierry,1996,and Klein,1991,for a discussion of this issue).Three findings from this meta-analysis are most signif-icant.First,Vroom’s multiplicative models did not yield higher effect sizes than analyses of the specific components.Second,for studies examining effort or preference,correlations for studies using within-subjects designs were higher than for those using between-subjects designs.These results reinforce the position articulated by Mitchell (1974)that expectancy theory is a within-person decision-making model and is appropriately studied using within-subjects,rather than between-subjects,designs.Finally,attitudinal criterion variables (intention and preference)were more strongly related to the models and elements of the model than behavioral variables (performance,effort,and choice).The empirical tests of expectancy theory conducted during the 1990s are consistent with the results of Van Eerde and Thierry’s (1996)meta-analysis.For example,Brooks and Betz (1990)found that the Expectancy X Valence interac-tion accounted for 12%to 41%of the variance in a laboratory study of occupa-tional choice.However,expectancy alone was as good a predictor as the product.(Brooks and Betz’s study also reflects the continued use of between-subjects designs in expectancy research.)Snead and Harrell (1994)found similar results for managers’intentions to use a decision support system.Although the increment was significant,a multiplicative model (E X V)provided little additional explan-atory power (.07)over an additive model.Saks,Wiesner,and Summers (1994)tested expectancy theory in a study examining the effects of traditional and realistic job previews on job choice.They found that expectation of work-related needs (roughly instrumentality)and the valence of these needs (I X V)signifi-cantly predicted job choice.Adding self-efficacy (roughly expectancy)to the regression further increased predictive power.Seven other studies provide straightforward applications of expectancy the-ory.Allen,Lucero,and Van Norman (1997)combined a within-and a between-subjects approach in applying expectancy theory to decisions to participate in an employee involvement program.Along with expectancy and instrumentality,they assessed the valence of a variety of outcomes associated with volunteering and not volunteering.They found higher motivational force scores increased the likeli-237M.L.AMBROSE AND C.T.KULIK JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999238MOTIVATIONhood that an individual would volunteer.Smith,Hindman,and Havlovic(1997) found expectancy theory predicted employees’votes in a multi-union election. Burton,Chen,Grover,and Stewart(1992–1993)found expectancy theory pre-dicted user motivation to utilize an expert system.Watson and Behnke(1991) found expectancy was negatively related to performance on a computer project. However,they suggest the questions used to assess expectancy focused subjects’attention on external pressures,thereby decreasing intrinsic motivation.Finally, Mastrofski,Ritti,and Snipes(1994)used expectancy theory to examine DUI enforcement by police officers.However,they note that their data—collected from secondary sources and not designed to directly assess expectancy theory—does not provide a clear assessment of the theory.Nonetheless,their indicators of expectancy and valence significantly predicted DUI arrests.However,their indi-cator of instrumentality was negatively associated with arrest productivity.Perhaps the most interesting application of expectancy theory is a study by Chen and Miller(1994)who used an expectancy theory approach to examine strategic decisions.Their interest was in how organizations can engage in com-petitive attacks while reducing the risk of retaliation.Chen and Miller(1994) suggested that the centrality of the attacked market(valence),the difficulty of responding to the attack(expectancy/instrumentality),and the visibility of the attack(a prerequisite for response)would determine the competitor’s response. The multiplicative model derived from expectancy theory significantly explained variance in competitors’response,above that accounted for by the additive main effects.However,it did so only very modestly.Consistent with the results of the Van Eerde and Thierry’s(1996)meta-analysis,the main effects were far stronger than the interaction effects.Chen and Miller’s(1994)study is noteworthy for its application of expectancy theory to the organizational level of analysis.Integrations of expectancy theory.Five articles explicitly examine how expectancy theory can be integrated with other theories to provide a clearer understanding of motivation.Thefirst,Yancey,Humphrey,and Neal(1992) integrated expectancy theory with theories of arousal.The second,Harder(1991), proposed a synthesis of equity theory and expectancy theory.The others,Klein (1991),Mento,Locke,and Klein(1992),and Tubbs,Boehne,and Dahl(1993) examined goal-setting and expectancy theory.Yancey et al.(1992)used an arousal framework to explain the typically small relationship between expectancy theory predictions and performance.They sug-gest that components of expectancy theory that are generally combined additively or multiplicatively may have countervailing influences on performance.There-fore,they may“cancel each other out”when they are combined.Specifically, Yancey et al.predicted that high task confidence(expectancy)and high incentive (valence)would be positively related to arousal.Arousal is curvilinearly related to performance.Thus,high levels of expectancy coupled with high levels of incentives may create high levels of arousal and actually lead to decreased performance.Yancey et al.found the predicted relationship between task confi-dence and arousal,and incentives and arousal.However,they did not assess performance.JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999Harder (1991)examined contradictory predictions from equity theory and expectancy theory in the case of major league baseball free agents in the year prior to their free agency.Harder suggested that under equity theory,one would expect performance of these individuals to decline (as they would feel undercompen-sated).However,under expectancy theory,one would expect an increase in performance (e.g.,home run percentage)that would lead to highly valent out-comes (e.g.,larger salary)in the following season.Harder found that batting average (which has a weaker relation to salary outcome)declined in the year before a player became a free agent.However,home run ratio (which has a stronger relation with salary)did not decline.Harder suggested a synthesis of equity and expectancy theory in which equity’s effect on performance is contin-gent on the strength of the performance-outcome expectancy.Individuals faced with undercompensation choose an avenue of decreased performance,but only to the extent that it does not affect future rewards .Klein (1991)noted that previous empirical attempts to integrate expectancy theory and goal-setting have led to conflicting results and suggested that some of these conflicts might result from differences in the operationalization of expect-ancy theory constructs and from unresolved issues in the causal ordering of goal and expectancy theory constructs.Klein reported the results of a meta-analysis demonstrating that different operationalizations of expectancy theory constructs are associated with different study results.Additionally,he conducted a study to systematically assess the effect of these different operationalizations.His results demonstrated that the different operationalizations influenced the significance and direction of empirical findings.However,for almost all operationalizations,there were significant relationships between expectancy theory constructs and goal choice,goal commitment,and performance.Finally,using mediation and path analyses,Klein concluded that goals mediate the effects of expectancy theory constructs on performance.Mento et al.(1992)found that the amount of valence attached to goals was negatively associated with goal level—people with high goals expected less satisfaction with each possible performance level than people with low goals.However,difficult goals were associated with higher instrumentality—that is,achieving higher goals was more associated with a series of specific outcomes (e.g.,showing competence,developing ability).Tubbs et al.(1993)used expectancy theory to explain the effect of assigned goals.They focused on the patterns or functions associated with expectancy,instrumentality,valences,and motivational force when an individual evaluates a continuous variable (like task performance).Tubbs et al.(1993)hypothesized that assigned goals affect these functions,thereby affecting performance,but found only limited support for their hypotheses.Their most significant finding is the nonlinearity of the functions,a finding consistent with Naylor,Pritchard,and Ilgen’s (1980)theory of behavior in organizations.The Naylor et al.(1980)theory forms the basis for the final set of studies we review.Subjective expected utility theories and decision biases.The final set of studies seeks to integrate expectancy (and expectancy-like)theories with decision theory.Although their focus on motivation earns them inclusion in this chapter,239M.L.AMBROSE AND C.T.KULIK JOURNAL OF MANAGEMENT,VOL.25,NO.3,1999。

group buying英语作文（中英文版）Group buying has become an increasingly popular trend among consumers in recent years.This phenomenon is not only beneficial for customers seeking discounts and deals, but also for businesses aiming to boost sales and clear inventory.In this essay, we will explore the advantages and disadvantages of group buying.团购近年来在消费者中越来越受欢迎。

这一现象不仅对寻求折扣和交易的顾客有利，也对希望提升销售和清理库存的商家有益。

在这篇作文中，我们将探讨团购的优缺点。

Firstly, the advantages of group buying are manifold.Customers can enjoy significant discounts and savings, especially on products or services they already planned to purchase.Moreover, group buying allows consumers to discover new businesses and experiences they might not have otherwise tried.From a business perspective, group buying is an effective way to attract new customers and generate buzz.首先，团购的优点多种多样。

An empirical study of relationship about customer satisfaction, brand trust and customer loyalty based on Online Group Buying in ChinaLEI Hong-zhen, LU HuanInternational Business School of Shaanxi Normal University, Xi’an Shaanxi Chinaluhuan@Abstract：Since 2008,the first Online Group Buying website was established in the U.S. ,which integrate online shopping and offline group purchasing in a new e-business model and began to spread all over the world. In china, however, most published researches on online group buying are made by qualitative analyze，Although there have been lots of papers on online shopping, these achievements still have not been fully applicable in this new e-commerce model—“Groupon”. This study use the structural equation model to explore the relationship between customer satisfactions, brand trust and customer loyalty. The result told us that at the present stage, customer satisfaction can not directly lead to customer loyalty，brand trust is needed as an intermediary variable which to link them. As while as online group buying websites want to elevate customer satisfactions, they requires lots of investment in brand marketing to delivering brand image to customers, and finally promote satisfactions convert to customer loyalty.Key words：online group buying; customer loyalty; brand trust; groupon1. IntroductionSince 2000, a few of Group Purchasing websites have emerged in China, just like Fence Net, China Group Purchasing Net and other websites, which organize customer groups to merchandise with business in low price. However, until 2008, the first Online Group Buying website was established in the U.S. which based on the model named Groupon, this business model integrate online shopping and offline group purchasing in a new e-business model which now began to spread all over the world. January 2010, China's first Online Group Buying website start operating, before the end of 2010, the number of Group Buying websites in China has reached 1664. By the end of 2013, there have been 6246 group buying websites, although many of them have closed. By taking the advantage of IM, SNS, MicroBlog and other social networking tools, Online Group Buying model creating a feeling of scarcity of goods, to boost the spending power of user participation. With the formatting of internet users’ habits, online group buying sites have been shift from the model copy to the phase of customer loyalty building.Customer loyalty is important for online retail business to gain competitive advantage and to increase their profit, but from Academic perspective, there is no common understanding on the factors which affecting online shopping customer loyalty [1-2].Some scholars believe that the perceived value, customer satisfaction, customer loyalty and trust are likely to have impact on customer loyalty[3].But from retail business practice, the relationship between customer values, customer satisfaction, customer trust and customer loyalty are very complex, and the relationship would be changed if there is any interference from outside[4]. Online Group Buying is a new e-commerce model, research achievement on online shopping can not be fully applied. In this paper, from industry research and documentation reading, we build up a conceptual model of customer loyalty at the beginning. Questionnaire survey on consumers, using structural equation modeling to test the relationship between customer satisfaction, brand trust and customer loyalty, we find out problems in China's online group buying sites, and offer related advice to China online group buying sites on how to making a marketing strategy.2. Literature review and conceptual model(1) Customer LoyaltyFrom the Traditional marketing view, pursuit for financial Maximize is the fundamental purpose of enterprises, which requires customers continue to buy their products or Service. Therefore, customer loyalty is always measured by customer behavior, such as the purchase ratio, the willingness to buy, and repeat purchasing behavior. Dick et al (1994) regard that when a customer with positive attitude and repeat patronage behavior to providers, that means they have a real and lasting loyalty[5]. Loyal customers not only prefer to use the service, but will also recommend the service to others. Hallowell (1996) puts the customer loyalty as a brand emotional to products or organizations[6]. Tucker (1999) defines customer loyalty as repeat purchases more than three times[7]. Loyalty can also be measured by customer's first choice of next time purchase, and this reflects the different attitude toward to different Online Group buying sites.(2) Customer satisfaction and customer loyaltyCustomer satisfaction is an evaluation of experience and judgments on a particular service, which is often considered as the antecedent of customer loyalty. Anderson and Sullivan (1993) believe that satisfaction is the basic factor of consumer behavior, if there are more retention, consumers will be more satisfied with it[8]. Ravald et al (1996) put that keep loyalty and get profits are closely related to create value for consumers. Cronin (2000) thought that satisfaction is an emotional response after experience a range of services[9]. Sirdeshmukh (2002) said that consumers will remain loyal if they can get more value from this shop than its competitors[10]. Harris et al (2004) research on the customer satisfaction and customer loyalty of online shopping, and believe that online purchasing satisfaction affects customer loyalty and behavioral loyalty apparently[11]. Therefore, we propose:Hypothesis 1: Customer satisfaction has a positive impact on customer loyalty.(3) Customer satisfaction and customer valueIn the concept of customer-oriented, customer satisfaction is most closely related to customer value, most researchers believe that they are complementary paradigms, not mutually exclusive. Jones et al (1995) believe that customer value drives customer satisfaction directly, and deliver superior value to customers is the only way to obtain customer satisfaction for organization[12]. Fornell et al (1996) on the basis of emotion cognitive, argue that value judgments will affect the satisfaction level and satisfaction is the result of customer value[13]. Stalk (1997) thought that customer value describes the relationship among organization, customer and services, customer satisfaction represents the customer reaction from a particular product[14]. Parasuraman et al (2000) presented the main driving factors of customer value is consist of product quality, service quality and price[15. Lam (2004) believe that customer value is a balance between obtain and expend, customer satisfaction is a positive emotion[16]. Holbrook (2006) defines customer value as an overall evaluation of the product or service[17]. Choosing goods and services from different online group buying sites, the standard is which one can bring them the optimal value. Therefore, we hypothesized:Hypothesis 2: customer value has a positive impact on customer satisfaction.(4) Brand trust and customer loyaltyIn online shopping, consumers rarely have the opportunity to view product before purchasing, if there is not enough trust, transactions between consumer and business will stay in the requirements phase. Weiying Zhang (2010) thought that in a globalized market, consumers don’t product, producers don’t consume, trust is the most important element in market economy. Moorman (1993) defined trust as a confidence on their trading partner and willingness to rely on[18]. Morgan et al (1994) believe that customers trust makes customers pay great attention to the trade relations with service providers, thereby creating a sense of commitment and loyalty[19]. For lack of effective constraint rules, online consumers will keep away from the web retailers which are not being trusted, and complexity will lead them to avoid from buying online[20]. Therefore, retailers strive to build customer trust can reduce consumer perceived risk, and enable consumers to have faith in retailers’futurebehavior [21].if Online Group Buying sites can create and maintained consumer trust, then they can reduce consumer perceived risk and enhance consumer loyalty [22]. Therefore, this study hypothesized: Hypothesis 3: brand trust has a positive impact on customer loyalty. (5) Brand trust and brand imageUnder the environment of e-commerce, the physical distance between buyers and sellers arising risks of uncertainty which makes trust particularly important. Lau (1994)thought that a good brand image, is conducive to format brand "rumors" among consumers which comes from corporate marketing strategy to please consumers, let consumers feel that business is real concern and focus on them , thus contributing to building consumer trust [23].Keller (1993) thought that brand image is an important component in brand equity, define brand image as brand association based on Customers memory , attributes, attitudes and interests constitute the brand association [24].Shaping the brand not only help consumers to identify the level of service quality, but also drive business to success [25]. Communications and advertising are seen as an important method which helps Corporate to reduce customer perceived risk [26]. Zeithaml (1988) believe that in an increasingly homogeneous product market, a good brand image can improve the quality of consumer awareness, and also reduce the cost of information gathering [27]. Joon (2002) thought there was lots of factors impact on improves online consumer confidence, including web interface design, corporate reputation, information quality, transaction security, etc [28]. Ways to enhance customer brand trust through deliver brand image are also useful in Online Group Buying sites. Therefore, this study hypothesized:Hypothesis 4: brand image has a positive impact on brand trust. (6) Intermediary effectiveness of brand trustOliver (1980) pointed out that satisfaction is an emotional status which was lead by expectations and perceptions, product and service satisfaction is the primary motivation for continue use [29].However, a survey from United States by Bain shows that nearly 65% to 85% customers will Shift to another sites despite they are satisfied with the initial company's products [30]. In virtual retail market, lack in trust is considered to be the biggest obstacles which restricted buyers and sellers online trading smoothly. Chaudhuri et al (2001) found that consumer satisfaction can format consumer brand trust, the higher customer satisfaction, the deeper customer trust. Ranaweera et al (2003) believe that between the satisfaction and loyalty, "customer trust” plays the intermediary role, and that means customer satisfaction impact on customer loyalty through customer trust [31]. Therefore, this study hypothesized:Hypothesis 5: customer satisfaction has a positive impact on brand trust.Hypothesis 6: customer satisfaction impact on customer loyalty through customer trust.Based on above Hypothesis, we construct a conceptual model for this paper, as shown in Figure 1:Customer Loyaltybrand imageCustomer valueBrand trustCustomer satisfactionH1H4H2H5H3Fig.1 conceptual model3. Study Design(1) Questionnaire development and designIn order to ensure questionnaire reliability and validity, we adopt mature Questionnaire relatively .Customer satisfaction and customer loyalty items are from Anderson, Srinivasan (2003). Trusted brand items mainly fromLee, Turban (2001), customer value is reference to Kotler's triangle customer value model, Include quality, service and value; brand image reference Lau’s (1994) study, measured in three areas from the brand personality, brand communication and brand reputation. To ensure the validity of questionnaire, we combine relevant theoretical concepts and interview 10 Graduate with rich experience on online group buying, finally modify the original items and development some new items. Questionnaire is using Likert 5-point scale method, there are 37 items being asked in questionnaire, 1 means totally disagree and 5 shows full agreement.(2)Data collectionBuying Online is completed on internet, participants are mostly young people and internet users, in order to obtain more universal sample, so we use online method to fill out all the questionnaire. in 220 questionnaires, there are 197 valid questionnaires, the recovery rate of valid questionnaire was 89.6% (invalid questionnaire selection criteria: those who have no experience on or fill out the answer with too short time). We surveyed Consumers from big city in China, like Beijing, Guangdong, Chongqing and Xi'an, et al. In samples collected, women account for 56.6%, male 43.4%, the Samples we collected conform to the characteristic of Online Group Buying industry development.4. Data AnalysisThis study adopt SPSS 17.0 and AMOS 7.O to analysis model. SPSS 17.0 analysis factors reliability and validity, AMOS 7.O testing model hypothesis.(1) Reliability and validity testReliability refers to the consistency of measurement results. Results show that Cronbach's α of each factor are greater than 0.7, indicating that these variables show good internal consistency. Validity refers to the validity of the measurement results. Using factor analysis to test validity of questionnaire, KMO of all factors are greater than 0.7, while Bartlett test results also reject the Original hypothesis (sig. = 0.000), illustrate the items are suitable to factor analysis.Tab.1 reliability and validity testingLatent variable Cronbach's αKMOCustomer Value 0.921 0.892Customer Satisfaction 0.948 0.749Brand Image 0.915 0.908Brand Trust 0.895 0.706Customer Loyalty 0.883 0.718(2) Model fittingIn this study, we use structural equation model to analyze the relationship between variables. If the ratio of Chi-square and degrees of freedom is small, that means matrix fit to observe data in the model assumed. In general if the ratio is less than 2, we can assume that the model has a good fit .The results showed that the ratio of chi-square and degrees of freedom is 2.58, model is in a poor fit. When the data is completely fit the model, three indicators CFI, TLI, IFI are equal to 1, in general it can be allowed if the indicators are greater than 0.9 .The results showed that the three indicators are 0.840,0.824,0.841, indicates that the model has a poor fit. RMSEA means Root Mean Square Error of Approximation. Generally, RMSEA less than 0.08 indicate a good model, but the result shows that RMSEA is 0.111. AIC and BCC is indicators to compare streamlining of two different models, the smaller the better. ECVI also used to compare fit goodness between different models, smaller value means higher consistency. For the fit index has not reached the ideal standard, model need to be amended.Amos provides Modification Indices for Model Building. By releasing some limited or adding some new path, can make model structure more reasonable, and improve the model fit goodness. Residuals which have not meetthe standard of Modification Indices should be free estimated, such as increasing the correlation path between Z1 and Z4, then you can reduce the chi-square value. After model revised, fit indices are all improved, as shown in Table 2:Tab.2 the results of commonly used fit indexFit index Chi (df) CFI TLI IFI RMSEA AIC BCC ECVI Before amendment 823.390 (319) .840 .824 .841 .111 941.390 974.430 7.355 After amendment535.013（311）.929.920.930.075669.013706.5335.227After model revised ，ratio of chi-square and degrees of freedom decreased to 1.72, which reflect the model has a good fitting, CFI, TLI, IFI were greater than 0.90, RMSEA less than 0.08. the value of AIC 、BCC and ECVI are all low down after amendment. Model has a good fitting, the revised structural equation model shown in Figure 2.Brand ImageBrand TrustCustomer SatisfactionCustomer ValueCustomer Loyaltya1.80e1 1.001a2.58e2 1.321a3.49e3 1.461a4.53e41.391a5.34e51.611a6.44e61.661a7.32e71.831a8.36e81.741a9.42e91.721a24.47e241.001a23.40e231.061a22.38e22.971a21.88e21.781a20.49e20.891a19.47e19.921a18.49e18.961a17.46e17.931a16.35e16.991a12.37e12 1.001a11.23e11 1.111a10.26e10 1.091a15.17e15 1.001a14.09e14 1.081a13.16e13 1.041a25.18e251.001a26.38e26.921a27.61e27.9011.04.96.25Z1.07Z2.16Z3.70Z4.03Z5111.1211.95.37.29.24.08.28-.08.09.11.23Fig.2 revised structural equation model(3) Hypothesis testingcoefficient estimates on optimal path model is shown in Table 3, path coefficient from customer satisfaction to customer loyalty is 0.115, CR is 1.267, P is 0.205, this indicate that the probability of path coefficient equal 0 amounts to 20.5%, larger than the significance level at 5%, H1 can not passed. In addition, other relationships between potential variables are all passed the test. From the test we know that Customer value has a positive influence on customer satisfaction, brand trust has a positive influence on customer loyalty ,brand image has a positive influence on brand trust, and customer satisfaction have a positive impact on brand trust. Therefore, the hypothesis H2, H3, H4 and H5 has confirmed. Hypothesis of Customer satisfaction to customer loyalty have not substantiated, but it does not influence the further test of H6. In AMOS, the mediation effect can be measured by direct and indirect effects. Standardized direct effects and indirect effects shown in Table 4:Tab.3 estimates the optimal model for the path coefficientHypothesis relationship Estimate S.E. C.R. P RESULT H1 CS→CL .115 .091 1.267 .205 NH2 CV→CS .954 .094 10.151 *** YH3 BT→CL .962 .119 8.063 *** YH4 BI→BT 1.041 .205 5.081 *** YH5 CS→BT .366 .056 6.549 *** YNote: "***" Indicates significant at 0.01 levelsTab.4 Standardized direct effects and Standardized indirect effectsCV CS BI BT CL CS .895（.000）.000（.000）.000（.000）.000（.000）.000（.000）BT .000（.362）.404（.000）.645（.000）.000（.000）.000（.000）CL .000（.425）.117（.358）.000（.571）.885（.000）.000（.000）Note: Figures in brackets is the indirect effectDirect effect is the direct impact from one variable to another, such as "customer satisfaction →customer loyalty", indirect effect is one variable affect the other variable through a mediating variable, such as " customer satisfaction→brand trust→customer loya lty.” If the direct effect is greater than the indirect effect, that means mediating variables has not working. If the direct effect less than indirect effect, means intermediate variables has play an intermediary role. In Table 4 , the direct effect from customer satisfaction to customer loyalty is 0.117, indirect effect is 0.358(0.358> 0.117), so H6 (customer satisfaction→brand trust→customer loyalty) is Confirmed, brand trust is the intermediate variables between customer satisfaction to customer loyalty.5. Conclusions and recommendationsAlthough hypothesis 1 has not been verified, but it is also meaningful, it shows that in china, Online Group Buying sites can not build customer loyalty easily if they just rely on enhance customer satisfaction. Meanwhile, the verification of brand trust mediating effect has a great practical significance, which indicates that only by establish brand trust first, customer satisfaction would be transform into customer loyalty effectively. From the path coefficient view of customer satisfaction on brand trust, each unit customer satisfaction increased, brand trust will increase 0.37 units. This means that in order to build brand trust through customer satisfaction, Online Group Buying sites should also take a lot of brand marketing investment at the same time. From path coefficient view, each unit brand trust increased, customer loyalty will increase 0.96 units. In china, Online Group Buying websites are all using similar interface and selling similar products, so it is hard for customers to choose commodity from thousands of providers. With incomplete information, consumers in the market just want to seek products in low price, this lead the online group buying industrial looks like perfectly competitive market. For the first choices have little impact on the second choice, c onsumer’s buying behavior will be single-game if sites haven’t build brand trust.Based on customer satisfaction perspective, Online Group Buying sites should established selection and monitoring mechanisms on supplier, and strengthen the relationships with them. Result shows that the factor loading of “Online Group Buying sites usually offer some super-value products" with "customer value" is larger than others, "will get the same service as full-price customers " with "I believe it has a consistent quality as what described online” is followed, factor loading of items on the “customer service” with" customer value " is lower. From factor loading we know that consumers are sensitive to price and quality, but they are not concerned about purchasing experience strongly. From the view of path coefficient, customer value increase one unit, customer satisfaction will increase 0.95 units. Price and product quality are both dependent on therelationship between product suppliers and online group buying sites. Online group buying sites would try their best to meet customer needs in the purchase process, but it is hard for them to monitor and guarantee during consumption process. Low price is the main features in online group buying, when price turn into supplier's marketing tools, it will greatly worsen the consumer experience. Products can not be consumed smoothly and customers would not be well treated, if there are potential services or products need to buy before consume. Only by establish good cooperation mechanism with suppliers, online group buying sites can enhance customer value, and make customer satisfied.Based on the perspective of brand trust, Online Group Buying sites should set up their own brand and creates brand trust among customers. Study shows that factor loading of "I have some knowledge and understanding on this website" with "brand image" is larger than others, "I think the site has a higher position in the market" with "I think the brand is well-known" followed by, items reflect the Brand personality such as " focus industry "with" focus on local”has a lower factor loading on "brand image”.From Factor loading we know that consumer are most concern about brand awareness and market position owned by Online Group Buying sites, but they have little attention to the differential positioning. From the view of path coefficient, brand image increased one unit; Brand trust will increase 1.04 units. Brand image establish is most based on market visibility and market position, which will not conflict with Brand personality. Online Group Buying sites which tends to be large and wide coverage, can attract all types of customers for the purpose of Mindless consumption. Sites focus on a certain field or a kind of product, the professional will let customers generate the sense of safe and trust. Sites targeted in regional are easier to cooperate with local businesses, it will be more efficient on services and goods realize. Different between perfectly competitive market and monopolistic competition market is that in monopolistic competition market, products are homogeneous but difference. Therefore, brand image establish is the only way to shifted Online Group Buying sites from perfect competition into monopolistic competition. Through diverse means to deliver brand image, build brand trust, and then online group buying sites can deliver consumer concept to actual and potential customers by their own Brand equity.[1] Anderson R E, Srinivasan S S．E-Satisfaction and E-Loyalty A Contingency Framework[J].Psychology and Marketing，2003，20(2)：123-138.[2] Luarn P, Lin H H．A Customer Loyalty Model for E-Service Context[J].Journal of Electronic Commerce Research，2003，4(4)：156-167.[3] Srinivasan S S，Anderson R，Ponnavolu K. Customer loyalty in e-commerce：an exploration of its antecedents and consequences [J]. Journal of Retailing ，2002 ，（78）：41-50.[4]WANG Xu-hui，XU Jian. Study on online customer loyalty under the moderating role of switching cost [J].China Industrial Economics，2008，（12）：113-123.[5] Dick A S，Basu K. Customer Loyalty：Toward an Integrated Conceptual Framework[J].Journal of the Academy of Marketing Science, 1994，22（2）：99-113.[6] Hallowell R. The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study[J]. International Journal of Service Industry Management, 1996,7(4):78-86.[7] Tucker R B. Earn Peoples Loyalty：Here s How Building the loyalty of your supporters is the most important thing you cando[J].Nonprofit World，1999,17(9)：36-39.[8] Anderson E W，Sullivan M W. The Antecedents and Consequences of Customer Satisfaction for firms[J].Marketing Science, 1993,12 (2)：125-143.[9] Cronin J J，Brady M K，Tomas G. Assessing the effects of quality ,value ,and customer satisfaction on consumer behavioral intentions in service environments[J].Journal of retailing,2000,76(2)：193-218.[10]Sirdeshmukh D，Singh J, Sabol B. Consumer Trust，Value，and Loyalty in Relational Exchanges[J]Journal of marketing，2002，66(1)：15-37.[11] Harris L C，Goode M H. The Four Levels of Loyalty and the Pivotal Role of Trust A Study of Online Service Dynamics [J].Journal of Retailing，2004，80(2)：139-158.[12] Jones T O，Sasser W E. Why satisfied customer defect[J].Harvard business review，1995，73(6)：1-14.[13] Fornell C，Johnson M D，Anderson E W，Cha J，Bryant B E. The American Customer Satisfaction Index: Nature, Purpose and Findings[J]. Journal of Marketing, 1996,60(4):7-18.[14] Stalk G J. Customer Value：The next Source of Competitive Advantage [J].Journal of the Academy of Marketing Science，1997，25(2)：41-51.[15] Parasuraman A，Grewal D. The Impact of Technology on the Quality value loyalty Chain: A Research Agenda [J]. Journal of the academy of marketing science, 2000, 28(1): 156-174.[16] Lam S Y et al. Customer Value，Satisfaction，Loyalty and Switching Costs：An Illustration from a Business to Business Service Context[J].Journal of the Academy of Marketing Science，2004，32(3)：293-31.[17] Holbrook M B. Consumption Experience, Customer Value, and Subjective Personal Introspection: an illustrative photographic Essay[J].Journal of Business Research，2006，(59)：714–725.[18] Moorman C，Deshpande R，Zaltman G.Factors Affecting Trust in Market Research Relationships[J].Journal of Marketing，1993，57（1）87–101.[19] Morgan R M，Hunt S D.The Commitment-Trust Theory of Relationship Marketing[J]. Journal of Marketing，1994，58(3)：20-38.[20] Jarvenpaa S L，Todd P A. Consumer Reactions to Electronic shopping on the world wide web[J].International Journal of electronic commerce，1997，1(2)59-88.[21] Schoorman F D，Mayer R C，Davis J H. An integration Model of organizational trust[J].Academy of management review，1995，20(3)344–354.[22] Chaudhuri A，Holbrook M B. The Chain of Effects from Brand Trust and Brand Affect to Brand Performance：The Role of Brand Loyalty[J].Journal of Marketing，2001，65（2）81–93.[23] Lau G T，Lee S H. Consumers' Trust in a Brand and the Link to Brand Loyalty[J].Journal of Market Focused Management，1999，4（4）：341-370.[24] Keller K L. Conceptualizing，Measuring，and Managing Customer based Brand Equity[J]. Journal of Marketing，1993，57 (1)：1-22.[25] Berry L L. Cultivating Service Brand Equity [J].Journal of the A academy of Marketing Science，2000，28（1）：128-137.[26] Davies M. Image problems with financial services[J].Management Decisions，1996，34(2):64- 71[27] Zeithaml V A. Consumer Perceptions of price, Quality and Value: A Means-end Model and Synthesis of Evidence [J].Journal of marketing，1988，52：2-22.[28] Joon Y S.The Antecedents and Consequences of Trust in Online-purchase Decisions[J].Journal of Interactive Marketing，2002，16(2): 47-63.[29] Oliver R L.A cognitive model of the antecedents and consequence of satisfaction decisions[J].Journal of Marketing Research，1980，17 (4)：460-469.[30] Reichheld F F，Schefter P. E-Loyalty Your Secret Weapon on the Web[J]. Harvard Business Review，2000，7：105-113.[31] Ranaweera C，Prabhu J. The Influence of Satisfaction Trust and Switching Barriers on Customer Retention [J].International Journal of Service Industry Management，2003，14（4）：374-395.。

TM 9-6695-256-34P DEPARTMENT OF THE ARMY TECHNICAL MANUALDIRECT SUPPORT AND GENERAL SUPPORT MAINTENANCEREPAIR PARTS AND SPECIAL TOOLS LISTFORFUNCTION GENERATOR, TEKTRONIX MODEL FG502(NSN 6695-01-074-7956)Current as of 5 December 1979Headquarters, Department of the Army, Washington, DC9 January 1980REPORTING OF ERRORSYou can help improve this publication by calling attention to errors and byrecommending improvements and stating your reasons for the recommendations. Yourletter or DA Form 2028, Recommended Changes to Publications, should be maileddirectly to Commander, US Army Missile Command, ATTN: DRSMI-MFM, RedstoneArsenal, AL 35809. A reply will be furnished directly to you.Paragraph PageSECTION I.INTRODUCTIONScope (11)General (21)Explanation of columns (31)Special information (45)How to locate repair parts (55)Abbreviations (66)II.REPAIR PARTS LIST (9)Functional Group Model Partgroup title No.No.6696Function Generator FG502A MIS30526/5III.NATIONAL STOCK NUMBER AND PARTNUMBER INDEX (13)iSection I. INTRODUCTION1. Scope.This manual lists spares and repair parts that are required for maintenance of the Function Generator, Tektronix Model FG502A. It authorizes the requisitioning and issue of spares and repair parts as indicated by the source and maintenance codes.2. General. This repair parts and special tools list (RPSTL) is divided into the following sections:a.Section I. Introduction.b.Section II. Repair Parts List. A list of spares and repair parts authorized for use in the performance of maintenance. The list also includes parts which must be removed for replacement of the authorized parts. Parts lists are composed of functional groups in numeric sequence, with the parts in each group listed in figure and item number sequence. Bulk materials are listed in National Stock Number (NSN) sequence.c.Section III. NSN and Part Number Index. A list, in National Item Identification Number (NIIN) sequence, of all NSN’s appearing in the listings, followed by a list in alphameric sequence of all part numbers appearing in the listings. NSN’s and part numbers are cross-referenced to each illustration figure and item number appearance.3. Explanation of Columnsa.Illustration. This column is divided as follows:(1)Figure Number. Indicates the figure number of the illustration on which the item is shown.(2)Item Number. The number used to identifyitem called out in the illustration.b.Source, Maintenance, and Recoverability (SMR)Codes.(1)Source Code. Source codes indicate themanner of acquiring support items for maintenance, repair, or overhaul of end items. Source codes are entered in the first and second positions of the Uniform SMR Code format as follows:Code DefinitionPA -Item procured and stocked for anticipated or known usage.PB -Item procured and stocked for insurance purpose because essentiality dictates that a minimumquantity be available in the supply system.PC -Item procured and stocked and which otherwise would be coded PA except that it is deteriorativein nature.PD -Support item, excluding support equipment, procured for initial issue or outfitting and stockedonly for subsequent or additional initial issues oroutfittings. Not subject to automaticreplenishment.PE -Support equipment procured and stocked for initial issue or outfitting to specified maintenancerepair activities.PF -Support equipment which will not be stocked but which will be centrally procured on demand.1PG -Item procured and stocked to provide for sustained support for the life of the equipment. It is appliedto an item peculiar to the equipment which,because of probable discontinuance orshutdown of production facilities, would proveuneconomical to reproduce at a later time.KD -An item of a depot overhaul/repair kit and not purchased separately. Depot kit defined as a kitthat provides items required at the time ofoverhaul or repair.KF -An item of a maintenance kit and not purchased separately. Maintenance kit defined as a kit thatprovides an item that can be replaced atorganizational or intermediate levels ofmaintenance.KB -Item included in both a depot overhaul/repair kit and a maintenance kit.MO -Item to be manufactured or fabricated at organizational level.MF -Item to be manufactured or fabricated at the direct support maintenance level.MH -Item to be manufactured or fabricated at the general support maintenance level.MD -Item to be manufactured or fabricated at the depot maintenance level.AO -Item to be assembled at organizational level.AF -Item to be assembled at direct support maintenance level.AH -Item to be assembled at general supportmaintenance level.AD -Item to be assembled at depot maintenance level.XA - Item is not procured or stocked because the requirements for the item will result in thereplacement of the next higher assembly.XB -Item is not procured or stocked. If not available through salvage, requisition.XC -Installation drawing, diagram, instruction sheet, field service drawing, that is identified bymanufacturer’s part number.XD - A support item that is not stocked. When required, item will be procured through normal supplychannels.NOTECannibalization or salvage may be used as asource of supply for any items coded aboveexcept those coded XA and aircraft supportitems as restricted by AR 700-42.(2) Maintenance Code. Maintenance codesare assigned to indicate the levels of maintenance authorized to USE and REPAIR support items. The maintenance codes are entered in the third and fourth positions of the Uniform SMR Code format as follows:(a)The maintenance code entered in thethird position will indicate the lowest maintenance level authorized to remove, replace, and use the support item.The maintenance code entered in the third position will indicate one of the following levels of maintenance:2TM 9-6695-256-34PCode Application/ExplanationC -Crew or operator maintenance performed withinorganizational maintenance.O -Support item is removed, replaced, used at the organizational level.F -Support item is removed, replaced, used at thedirect support level.H -Support item is removed, replaced, used at thegeneral support level.D -Support items that are removed replaced, used atdepot, mobile depot, or specialized repair activityonly.(b)The maintenance code entered in the fourth position indicates whether the item is to be repaired and identifies the lowest maintenance level with the capability to perform complete repair (i.e., all authorized maintenance functions). This position will contain one of the following maintenance codes:Code Application/ExplanationO -The lowest maintenance level capable of complete repair of the support item is the organizationallevel.F -The lowest maintenance level capable of completerepair of the support item is the direct supportlevel.H -The lowest maintenance level capable of completerepair of the support item is the general supportlevelD -The lowest maintenance level capable of completerepair of the support item is the depot level.L -Repair restricted to (enter applicable designated specialized repair activity), Specialized RepairActivity.Z -Nonreparable. No repair is authorized.B -No repair is authorized. The item may bereconditioned by adjusting, lubricating, etc., atthe user level. No parts or special tools areprocured for the maintenance of this item.(3)Recoverability Code. Recoverability codesare assigned to support items to indicate the disposition action on unserviceable items. The recoverability code is entered in the fifth position of the Uniform SMR Code format as follows:RecoverabilityCodes DefinitionZ - Nonreparable item. When unservicable, condemn and dispose at the level indicated in position 3.O - Reparable item. When uneconomically reparable, condemn and dispose at organizational level.F -Reparable item. When uneconomically reparable,condemn and dispose at the direct support level. 3H - Reparable item. When uneconomicallyreparable, condemn and dispose at thegeneral support level.D -Reparable item. When beyond lower levelrepair capability, return to depot.Condemnation and disposal not authorizedbelow depot level.L -Reparable item. Repair, condemnation, and disposal not authorized belowdepot/specialized repair activity level.A -Item requires special handling or condemnationprocedures because of specific reasons (i.e.,precious metal content, high dollar value,critical material or hazardous material). Referto appropriate manuals/directives for specificinstructions.c.National Stock Number (NSN). Indicates the NSN assigned to the item and which will be used for requisitioning.d.Part Number. Indicates the primary number used by the manufacturer (individual, company, firm, corporation, or Government activity), which controls the design and characteristics of the item by means of its engineering drawings, specifications, standards, and inspection requirements to identify an item or range of items.NOTEWhen a stock numbered item isrequisitioned, the item received may have adifferent part number than the part beingreplaced.e.Federal Supply Code for Manufacturer(FSCM). The FSCM is a 5-digit numeric code listed inSB 708-42 which is used to identify the manufacturer,distributor, or Government agency, etc.f.Description. Indicates the Federal item nameand, if required, a minimum description to identify theitem. The physical security classification of the item isindicated by the parenthetical entry (insert applicablephysical security classification abbreviation, e.g.,Phy Sec C1 (C)-Confidential, Phy Sec C1 (S)-Secret,Phy Sec C1 (T)-Top Secret). Items that are includedin kits and sets are listed below the name of the kit orset with the quantity of each item in the kit or setindicated in the quantity incorporated in unit column.When the part to be used differs between serialnumbers of the same model, the effective serialnumbers are shown as the last line of the description.In the Special Tools List, the initial basis of issue(BOI) appears as the last line in the entry for eachspecial tool, special Test, Measurement, andDiagnostic Equipment (TMDE), and other specialsupport equipment. When density of equipmentssupported exceeds density spread indicated in theBOI, the total authorization is increased accordingly.g.Unit of Measure (U/M). Indicates thestandard of the basic quantity of the listed item asused in performing the actual maintenance function.This measure is expressed by a two-characteralphabetical abbreviation (e.g., ea, in, pr, etc). Whenthe unit of measure differs from the unit of issue, thelowest unit of issue that will satisfy the required unitsof measure will be requisitioned.4h.Quantity Incorporated in Unit. Indicates the quantity of the item used in the breakout shown on the illustration figure, which is prepared for a functional group, subfunctional group, or an assembly. A "V" appearing in this column in lieu of quantity indicates that no specific quantity is applicable (e.g., shims, spacers, etc).4.Special Informationa.Repair parts for components of standards sets which can be identified as existing in the supply system will be requisitioned through normal supply channels from the appropriate supply commodity manager.b.Repair parts for components of standards sets which cannot be identified as to proper supply source will be requisitioned from USAMICOM, using routing identifier B64 and furnishing as a minimum, the following as exception data.(1)Component stock number of the individual end item to be repaired.(2)Component manufacturer’s equipment model number and serial number.(3)The equipment manufacturer’s stock number as listed in the appropriate manual for the desired repair part.(4)The repair part reference designation, circuit reference, circuit symbol schematic designation, or reference number as listed in the manufacturer’s manual.(5)The technical specification of the repair part as contained in the appropriate manufacturer’s manual.(6)The title and date of the manufacturer’s manual from which the information in paragraphs a, b(3), (4), and (5) above was taken.NOTESRepair parts should not be requisitioned forplug-in boards identified in the plug- in boardexchange program, except by the depotdesignated to perform the repair. Repair ofcalibration set components, with plug-in boardassemblies or subassemblies designated asprogram exchange replacements with arecover- ability code of L, will be accomplishedby replacing the plug-in board.c.The plug-in board exchange program functionsare as follows:(1)Requisitioning instructions for initial issueplug-in boards will be provided since new instrument boards are included in the program.(2)As a plug-in board covered by the programfails, a replacement will be requisitioned. Requisitions will be submitted to Commander, US Army Missile Command, B64, Redstone Arsenal, AL 35809.(3)Simultaneously with c(2) above, thedefective board being replaced will be shipped by certified mail, return receipt requested, to the following address:Transportation OfficerAnniston Army DepotM/F Field Service StockAnniston, AL 36201When requisitioning a replacement board, the turn-in document number of the replaced board shall be cited on the requisition.5.How to Locate Repair Partsa.When NSN or reference number is unknown:(1) First. Using the table of contents,determine the assembly (functional group) within which the repair part belongs.5(2)Second. Using the repair parts listing, findthe functional group to which the repair part belongs and locate the item by description.b.When NSN or reference number is known:(1)First. Using the index of NSN’s and reference numbers, find the pertinent NSN or reference number. This index is in ascending NSN cross-referenced to the illustration figure number and item number.(2)Second. Using the repair parts listing, find the figure and item number, and locate the figure and item number in the repair parts list.6.Abbreviations. The abbreviations listed below may appear in this RPSTL:AC .................alternating currentACC ..............accordanceACCUR .........accuracyAL .................aluminumAMP ..............ampereASSY ............assemblyASTM ............American Standardfor Testing MaterielATTEN ..........attenuationAWG .............American WireGageBAN ..............bananaBLK................blackBR ................brassC ...................centigrade, calibration, cyclesper secondCAL ...............calibrateCAP ..............capacitanceCD .................codeCER...............ceramicCOAX............coaxialpositionCOND ...........conductorCONN ...........connectorCONS ...........consistingCONT............continualCOP ..............copperCOR..............corrosionCPS ..............cycles per secondCU.................cubicCUR...............currentCYL............... cylinderDB.................decibelDBL............... doubleDC ................direct currentDEG ..............degreeDET ..............detectorDIA ...............diameterDIM ...............dimensionDIV................ divisionDPDT ............double pole double throwDPL ..............deploymentELEC ............electricalEQUIPM........equipmentF ...................FahrenheitFED ..............FederalFIN ................finishFLG ..............flangeFREQ ...........frequencyFSCM ...........Federal supply code formanufacturersFT .................footGC ................gigacyclesGEN ..............generatorGHZ ..............gigahertzGPM .............gallons per minuteGRAD ...........graduationH ...................highHD ................headHYDR ...........hydraulicHZ .................hertzID ..................inside diameterIN ..................inchINCL .............inclusiveK ...................thousand (prefix)KC ................kilocyclesKG ................kilogramsKHZ ..............kilohertzKMHZ ...........thousand megahertzKV .................kilovoltsLAB boratoryLB .................poundsLG .................lengthLT..................light6M ...................thousandMA liampereMAX ..............maximumMC ................megacycles lifarads MFR...............manufacturerMG ligrams MHZ...............megahertzMIN ...............minimum, minutesML liliters limetersMOD .............modifiedMSEC liseconds MTL...............materialMV livolts liwatts NBS...............National Bureau Standards NEG...............negative NO.................number NOM..............nominal NPT...............National Pipe Thread NSN...............National stock number OA..................overallOD ................outside diameter OPER.............operatingOZ .................ounce PCS...............pieces PCT...............percent PF.................. picofarads PK..................peck PLTD............. platedPN ................. part number POS............... positivePP ..................peak-to-peakPSI ................ pounds per square inch PWR..............powerREF ...............reference REP...............repetitionREQ ..............required REQMTS.......requirements RES...............resistanceRF .................radio frequency RG.................rangeRH .................right hand RL..................reelRM ................rack mountedRMS ..............root mean squareROT ..............rotatingRPM .....................revolutions per minuteS......................singleSEC......................secondsSECT.....................sectionSERR....................serratedSHK ......................shankSNG .....................singleSPEC ...................specificationSPL......................specialSQ .....................squareSTD .....................standardSTGT ...................straightSW......................switchSWR .....................standing wave ratioSYS ......................systemTEL ......................telescopicTERM ...................terminalTHD......................threadTHERM ................thermometerTHK ......................thickTSTR ....................testerU......................unitUF ......................microfaradsUHF ......................ultra high frequencyV ......................voltsVAC ......................volts alternating current, vacuumVDC ......................volts direct currentVHF ......................very high frequencyVSWR ..................voltage standing wave ratioW ......................watts, with, widthWT ......................weight7 (8 blank)SECTION II TM 9-6695-256-34P(1) (2) (3) (4) (5) (6) (7)(8) ILLUSTRATION DESCRIPTION(a) (b) NATIONAL QTY FIG ITEM SMR STOCK PART INC NO. NO. CODE NUMBER NUMBER FSCM USABLE ON CODE U/M INUNITGROUP 6696GENERATOR, FUNCTIONFG502 80009M1S30526-5 188761 10PAFZZ 5910-00-632-2826D153F791FO 00853CAPACITOR,FIXED MICA.............................. EA 11 20PAFZZ 5910-00-774-4653281-0125-00 80009CAPACITOR.ELECTRICAL............................. EA 11 30PAFZZ 5910-00-823-1339CC22UJ150G 81349CAPACITOR, FIXED, CER.............................. EA 11 40PAFZZ 5910-00-806-0675CC22UJ510G 81349CAPACITOR, FIXED, CER.............................. EA 11 50PAFZZ 5910-00-487-8236196D104X9050HA156289CAPACITOR, FIXED, ELE.............................. EA 11 60PAFZZ 5910-01-071-7187196D105X0035HA156289CAPACITOR,FIXED, ELE............................... EA101 70PAFZZ 5910-00-577-1315281-0504-00 80009CAPACITOR, FIXED, CER.............................. EA 21 80PAFZZ 5910-00-064-9433283-0604-00 80009CAPACITOR.FIXED, MICA............................. EA 11 90PAFZZ 5910-01-058-9572CMR05F201FODR 81349CAPACITOR, FIXED,MICA............................. EA 21 100PAFZZ 5910-00-113-5499M39014/02-1350 81349CAPACITOR, FIXED, CER ............................ EA 61 110PAFZZ 5910-00-860-8525281-0611-00 80009CAPACITOR, FIXED....................................... EA 11 120PAFZZ 5910-01-043-8883CMR05E330GODR81349CAPACITOR, FIXED, MICA............................ EA 21 130PAFZZ 5910-00-368-2380 TDC106KO25FL 90201CAPACITOR.FIXED, ELE .............................. EA 41 140PAFZZ 5910-00-163-3938 DM15CD16R8D04 72136CAPACITOR.FIXED, MICA............................. EA 1CR1 150PAFZZ 5910-01-043-6897CMR05F131GODR81349CAPACITOR, FIXED, MICA............................ EA 11 160PAFZZ 5910-00-355-8928301-000Z5DO-171J72982CAPACITOR, FIXED, CER.............................. EA 11 170PAFZZ 5910-00-807-1543CC22UJ470G 81349CAPACITOR, FIXED, CER.............................. EA 11 180PAFZZ 5910-00-615-0105CC30UJ101G 81349CAPACITOR,.FIXED, CER.............................. EA 11 190PAFZZ 5910-01-066-3756283-0691-00 80009CAPACITOR,.FIXED, MICA............................ EA 11 200PAFZZ 5910-00-801-1005CC30UJ101G 18876CAPACITOR, FIXED, CER.............................. EA 11 210PAFZZ 5910-01-043-6906 290-0324-00 80009CAPACITOR, FIXED,. ELE............................. EA 21 220PAFZZ 5910-01-042-7757281-0202-00 80009CAPACITOR, VARIABLE................................ EA 11 230PAFZZ 5910-01-018-4623 C010EA/20E 80031CAPACITOR, VARIABLE, .............................. EA 11 240PAFZZ 5910-00-548-1273 281-0207-00 80009CAPACITOR.VARIABLE................................. EA 31 250PAFZZ 5910-00-932-9453 530-002 72982CAPACITOR,VARIABLE................................. EA 11 260PAFZZ 5910-00-626-36457301609 32878CAPACITOR,VARIABLE................................. EA 11 270PAFZZ 5910-01-043-7926295-0164-00 80009CAPACITOR SET, MATCH............................. EA 11 280PDFDD6695-01-086-1044670-2595-01 80009CIRCUIT CARD ASSY.................................... EA 11 290PDFDD6695-01-084-7039 670-2595-01 80009CIRCUIT CARD ASSY ................................... EA 11 300PDFDD6695-01-086-1045 670-2595-02 80009CIRCUIT CARD ASSY.................................... EA 11 310PAFZZ 5935-00-001-7558131-0955-00 80009CONNECTOR, RECEPTACLE........................ EA 31 320PAFZZ 5935-00-689-470710672091 18876CONNECTOR, RECEPTACLE ....................... EA 11 330PAFZZ 5325-00-425-5381210-0774-00 80009EYELET, METALLIC....................................... EA 11 340PAFZZ 6240-00-008-4550CM7220 71744LAMP,INCANDESCENT ................................. EA 19SECTION II TM 9-6695-256-34P(1)(2)(3)(4)(5)(6)(7)(8) ILLUSTRATION DESCRIPTION(a)(b)NATIONAL QTY FIG ITEM SMR STOCK PART INC NO.NO.CODE NUMBER NUMBER FSCM USABLE ON CODE U/M INUNIT 1350PAFZZ5962-01-010-*******-0067-0080009MICROCIRCUIT, LINEAR ..............................EA7 1360PAFZZ5962-01-043-9129156-0067-0680009MICROCIRCUIT, LINEAR...............................EA2 1370PAFZZ5961-00-325-8453152-0488-0080009RECTIFIER, SEMICONDUCTOR....................EA2 1380PAFZZ5905-00-437-0882315-0330-0080009RESISTOR......................................................EA4 1390PAFZZ5905-00-501-3719321-0442-0080009RESISTOR ....................................................EA2 1400PAFZZ5905-00-110-7620RCR07G102JS81349RESISTOR, FIXED, COMP.............................EA9 1410PAFZZ5905-00-200-9602RNC60K4021FS81349RESISTOR, FIXED, FILM ...............................EA1 1420PAFZZ5905-00-960-0099CB100501121RESISTOR, FIXED, COMP.............................EA16 1430PAFZZ5905-00-434-5068321-0289-0080009RESISTOR, FIXED, FILM................................EA8 1440PAFZZ5905-01-046-6845321-0286-0080009RESISTOR,.FIXED, FILM................................EA1 1450PAFZZ5905-00-405-7804 321-0114-0080009RESISTOR, FIXED, FILM................................EA1 1460PAFZZ5905-00-756-6460CEATO-1240F75042RESISTOR, FIXED, FILM................................EA2 1470PAFZZ5905-00-126-6683RCR07G332JS81349RESISTOR, FIXED, COMP ............................EA2 1480PAFZZ5905-00-106-1356RCR07G152JS81349RESISTOR,.FIXED, COMP.............................EA4 1490PAFZZ5905-00-234-437488511501121RESISTOR, FIXED, COMP.............................EA2 1500PAFZZ5905-01-064-9057321-0346-0080009RESISTOR, FIXED FILM.................................EA2 1530PAFZZ5905-00-270-1325RNC55K2212FS81349RESISTOR, FIXED, FILM................................EA2 1540PAFZZ5905-00-118-4560RCR07G395JS81349RESISTOR, FIXED, COMP ............................EA1 1550PAFZZ5905-00-119-8768RCR07G821JS81349RESISTOR, FIXED, COMP.............................EA2 1560PAFZZ5905-00-417-3076G320905J82101714RESISTOR, FIXED, COMP.............................EA2 1570PAFZZ5905-01-064-9048MFF18X016C1000191637RESISTOR, FIXED.FILM.................................EA4B1580PAFZZ5905-00-994-8526321-0277-0080009RESISTOR, FIXED,.FILM ...............................EA2 1590PAFZZ5905-00-114-0708RCR07G202JS81349RESISTOR, FIXED, COMP.............................EA4 1600PAFZZ5905-00-141-1183RCR07G101JS81349RESISTOR, FIXED, COMP.............................EA9 1610PAFZZ5905-00-114-5407RCR2OG271JS81349RESISTOR, FIXED, COMP.............................EA1 1620PAFZZ5905-00-961-1683EB241501121RESISTOR, FIXED, COMP.............................EA1 1630PAFZZ5905-00-111-4845RCR07G201JS81349RESISTOR,.FIXED, COMP.............................EA3 1640PAFZZ5905-00-435-1718RCR07G241JS81349RESISTOR, FIXED, COMP.............................EA1 1650PAFZZ5905-00-116-8555RCR07G153JS81349RESISTOR,.FIXED, COMP.............................EA2 1660PAFZZ5905-00-131-9729RCRO7G302JS81349RESISTOR, FIXED, COMP.............................EA3 1670PAFZZ5905-00-426-7740321-0239-0080009RESISTOR,.FIXED, FILM................................EA2 1680PAFZZ5905-00-105-7764RCRO7G222JS81349RESISTOR, FIXED, COMP.............................EA5 1690PAFZZ5905-00-136-8406RCR07G242JS81349RESISTOR, FIXED, COMP.............................EA1 1700PAFZZ5905-00-108-6922RCR20G151LJS81349RESISTOR, FIXED, COMP ...........................EA2301-0151-00 FSCM 800091710PAFZZ5905-00-436-8167301-0101-0080009RESISTOR, FIXED, COMP.............................EA2 1720PAFZZ5905-00-106-1249RCRO7G510JS81349RESISTOR, .FIXED, COMP............................EA1 1730PAFZZ5905-00-442-9356315-0240-0080009RESISTOR, FIXED, COMP.............................EA1 1740PAFZZ5905-00-477-8034308-0685-0080009RESISTOR, FIXED, WIREWOUND................EA1 1750PAFZZ5905-00-111-4736 RCR20G161JS81349RESISTOR, FIXED, COMP.............................EA 1 1760PAFZZ5905-00-120-9154RCR07G471JS81349RESISTOR, FIXED, COMP.............................EA110ILLUSTRATION DESCRIPTION(a)(b)NATIONAL QTY FIG ITEM SMR STOCK PART INC NO.NO.CODE NUMBER NUMBER FSCM USABLE ON CODE U/M INUNIT 1770PAFZZ5905-00-126-6696RCP07G751JS81349RESISTOR, FIXED, COMP.............................EA2 1780PAFZZ5905-00-485-4554RCR07G911JS81349RESISTOR, FIXED, COMP.............................EA1 1790PAFZZ5905-00-228-5506RCR07G622JS81349RESISTOR,FIXED,COMP...............................EA1 1800PAFZZ5905-00-115-8055RCR07G393JS81349RESISTOR, FIXED, COMP.............................EA1 1810PAFZZ5905-00-437-0921315-0752-*******RESISTOR,.FIXED, COMP.............................EA1 1820PAFZZ5905-00-110-0388RCR07G104JS81349RESISTOR, FIXED, COMP.............................EA1 1830PAFZZ5905-00-106-3666RCR07G103JS81349RESISTOR, FIXED, COMP.............................EA1 1840PAFZZ5905-00-121-9920RCR07G303JS81349RESISTOR, FIXED, COMP.............................EA2 1850PAFZZ5905-00-481-1330RNC55K3570FS81349RESISTOR, FIXED, FILM................................EA1 1860PAFZZ5905-00-232-3011CEATO-1542F75042RESISTOR,.FIXED, FILM................................EA2 1870PAFZZ5905-00-405-7803321-0110-0080009RESISTOR, FIXED, FILM................................EA1 1880PAFZZ5905-00-104-8363RCR07G820JS81349RESISTOR, FIXED, COMP.............................EA1 1890PAFZZ5905-00-111-1679RCR07G512JS81349RESISTOR, FIXED, COMP.............................EA6315-0512-00 FSCM 800091900PAFZZ5905-00-102-5293CB912501121RESISTOR, FIXED, COMP.............................EA2 1910PAFZZ5905-00-106-3668RCR07G220JS81349RESISTOR, FIXED, COMP.............................EA4315-0220-00 FSCM 800091920PAFZZ5905-00-135-3974RCR07G431JS81349RESISTOR, FIXED, COMP.............................EA3 1930PAFZZ5905-00-922-9925321-0260-0080009RESISTOR......................................................EA1 1940PAFZZ5905-00-437-0874315-0300-0080009RESISTOR, FIXED, COMP.............................EA1 1950PAFZZ5905-00-135-3973RCR07G221JS81349RESISTOR, FIXED, COMP.............................EA1 1960PAFZZ5905-00-119-8855RCR07G112JS81349RESISTOR, FIXED, COMP.............................EA1 1970PAFZZ5905-00-104-8368RCR07G470JS81349RESISTOR,.FIXED, COMP.............................EA3 1980PAFZZ5905-00-113-7346RCR32G470JS81349RESISTOR,.FIXED, COMP.............................EA4 1990PAFZZ5905-00-441-7816321-0192-0080009RESISTOR, FIXED, FILM................................EA1 11000PAFZZ5905-00-110-7292CEATO-1271F75042RESISTOR, FIXED, FILM................................EA1 11010PAFZZ5905-00-104-8362RCR07GL32JS81349RESISTOR, FIXED, COMP.............................EA1 11020PAFZZ5905-00-136-8431RCR07G432JS81349RESISTOR, FIXED, COMP.............................EA1 11030PAFZZ5905-00-426-7791321-0261-0080009RESISTOR, FIXED., FILM ..............................EA2 11040PAFZZ5905-01-036-9405311-1561-0080009RESISTOR, VARIABLE ..................................EA1 11050PAFZZ5905-00-119-8812RCR07G121JS81349RESISTOR,.FIXED, COMP.............................EA1 11060PAFZZ5905-01-018-5555 311-1427-0080009RESISTOR, VARIABLE ..................................EA1 11070PAFZZ5905-00-136-8405RCR07G131JS81349RESISTOR, FIXED, COMP.............................EA1 11080PAFZZ5905-01-018-301491ARIK73138RESISTOR, VARIABLE ..................................EA1 11090PAFZZ5905-01-034-3413311-1564-0080009RESISTOR, VARIABLE...................................EA1 11100PAFZZ5905-01-036-6416311-1565-0080009RESISTOR,VARIABLE ...................................EA5 11110PAFZZ5905-01-005-9598311-1175-0080009RESISTOR, VARIABLE...................................EA1 11120PAFZZ5905-01-017-320391AR10073138RESISTOR, VARIABLE...................................EA5 11130PAFZZ5905-00-910-0763311-0258-0080009RESISTOR, VARIABLE...................................EA1 11140PAFZZ5935-00-359-8912131-1003-0080009RETAINER, ELECTRICAL..............................EA1 11150PAFZZ5961-01-005-9752152-0457-*******SEMICONDUCTOR DEVICE..........................EA5 11160PAFZZ5961-00-105-7681152-0141-0280009SEMICONDOUCTOR DEVICE,.......................EA4811。

group buying英语作文The Phenomenon of Group Buying.In recent years, the concept of group buying has gained immense popularity, revolutionizing the way people shop and consume. It has become a powerful tool for both consumers and businesses, offering unparalleled convenience, cost-effectiveness, and access to a wide range of products and services.The essence of group buying lies in its ability to aggregate demand from a large number of individuals, leveraging collective bargaining power to negotiate better deals with suppliers. This model benefits both parties: consumers enjoy reduced prices and increased choice, while businesses gain access to a larger customer base and increased brand awareness.The rise of the internet and social media platforms has been crucial in the growth of group buying. These platformsprovide a seamless user experience, connecting buyers and sellers with ease. They allow individuals to share their interests, form groups, and collectively negotiate with sellers. The transparency and interactivity of these platforms foster trust among participants, ensuringfairness and accountability.One of the most significant advantages of group buying is its ability to drive down prices. By pooling demand, consumers can negotiate with suppliers for better terms and conditions. This not only leads to cost savings for consumers but also encourages suppliers to offer more competitive prices, ultimately leading to a more competitive market.Moreover, group buying offers access to a diverse range of products and services. Whether it's tickets to concerts or discounts on restaurant meals, group buying platforms provide a one-stop shop for all consumer needs. This diversity not only satisfies individual preferences but also encourages exploration and discovery of new products and services.For businesses, group buying offers a unique marketing opportunity. By partnering with group buying platforms, businesses can reach a targeted audience, increasing brand exposure and awareness. This not only leads to increased sales but also helps build brand loyalty and trust.However, the growth of group buying has also presented some challenges. One of the main concerns is the sustainability of discounts and deals. In order to maintain profitability, businesses need to strike a balance between attracting customers through discounts and ensuring profitability. This can be a delicate balancing act, requiring careful consideration of pricing strategies and cost structures.Another challenge lies in the management of group buying platforms. With a large number of participants and transactions, these platforms need to ensure smooth operations, data security, and compliance with various regulations. This requires significant investment in technology and infrastructure, as well as a robustgovernance framework.Despite these challenges, the future of group buying looks bright. With the continuous evolution of technology and consumer preferences, we can expect even more innovative and personalized group buying experiences. This will not only enhance consumer satisfaction but also open up new opportunities for businesses to connect with their target audience and grow their market share.In conclusion, group buying has emerged as a powerful force in the consumer landscape, driving down prices, increasing choice, and fostering trust among participants. Its growth and impact are likely to continue in the future, shaping the way we shop and consume.。

30探索论坛Explore forum新会计 2014.11和产品整合的标准化以达到减少换模次数，全员设备管理等标准化作业和优化质量管理等改善活动，使得换模时间由3h 降低至1h，设备综合效率OEE 由65%上升到了85%；人均效率提高了20%以上。

（2）释放了大量的现金。

AIP 公司通过精益化管理改善后，从现场5S 的整理、整顿、清扫废料，到完善混炼胶现场定置管理；将原来由生产部根据销售订单下达给炼胶车间的推式生产计划，改为由炼胶后工序(成型、压延、压出等工序)并根据每天用量向炼胶车间提出终炼胶计划需求的拉动式生产计划；对终炼胶发放采用看板管理，适时监控生产数据，并进行动态调整。

通过近一年的改善，为公司提供了大量的现金。

（3）库存总量得到改善。

AIP 公司应用价值流图分析技术，采用物料及时配送形式，消除不必要的中转步骤，把收货、加工、发货改善形成一体化，提高了工作效率、缩短了交货周期，实现了以顾客为中心拉式生产，提高了对客户需求的快速响应，增强了企业适应市场突变的能力，为企业的持续改善提供了基础。

（4）作业区利用率提高。

AIP 公司平面布局改善后，整个成型作业区域形成一个U 型布置，节约工作场地约2O%，缩短搬运距离约1O%，减少搬运时间约5%，减少等待时间约5%，工作效率提高8%，使生产线平衡率由原来的69.3%提高到95.3%。

并大幅度减少工作量，减少劳动力占用，减轻工人的劳动强度。

合理布局、设计物流系统，对有效提升生产效率有着重大的作用。

五、结语价值流图分析作为一种先进的流程分析方法，既可以用于改善车间生产现场，也可以用于改善企业整个业务流程，其优点是运用精益生产的原理与方法深入发现问题并注重系统优化。

价值流图工具能有效减少或消除非增值时间的浪费，提升增值比率和缩短生产周期、减少在制品库存量等。

实践表明，精益生产是企业应对市场竞争的有益良方，价值流图技术是企业消除浪费、提高管理水平、增强竞争力的有效工具。

I沿视角Frontier Perspective 高职专业群结构调整逻辑策略及机制建设思考蒋桃(湖南食品药品职业学院湖南•长沙410208)摘要高职专业群建设是区域性产业转型升级发展的客观需要，也是提升专业建设水平的有效途径。

通过对专业群组建及结构调整方面存在的问题进行分析，提出专业群组建及结构调整逻辑及机制建设的思路，为提高专业群建设成效提供参考。

关键词专业群建设专业结构优化调整中图分类号:G712 文献标识码:A DOI:10.16400/ki.kjdks.2020.11.002On the Logical Strategy and Mechanism Construction of the Structural Adjustment of Higher Vocational Specialty GroupJIANG Tao(Hunan Food and Drug Vocational College,Changsha,Hunan 410208)Abstract The construction of higher vocational specialty group is not only the objective need of regional industrial trans­formation and upgrading,but also an effective way to improve the level of specialty construction.Based on the analysis of the problems existing in the establishment and structural adjustment of the specialty group,the paper puts forward the idea of the logic and mechanism construction of the establishment and structural adjustment of the specialty group,so as to provide ref­erence for improving the construction effect of the specialty group.Keyword specialty group construction;programs structure;ameliorating and adjusting自专业群的概念提出以来，各职业院校尤其是示范性和高 水平职业院校根据国家有关专业群建设的政策要求，结合自身 办学优势和特色，在对接区域产业经济发展的基础上，对专业 群建设理论和实践进行了有益探索。