Generalized intersection patterns and two-symbol balanced arrays - ScienceDirect
Download full text in PDFDownloadExportJavaScript is disabled on your browser. Please enable JavaScript to use all the features on this page., April 1980, Pages 9-40Author links open overlay panelShow moreopen archiveAbstractLet m be a fixed integer, m = {0,1,?,m - 1}; let C be a family of nonvoid subsets of m, and let R be a hereditary subfamily of C. Given finite sets Am,…,Am-1 such that ∩ i?BAi = ? for all B ? m, B ? C, the vector of |∩i?RAi| (Rj?R) is called a C-supported R-intersection pattern. The characterization of the YRC of such patterns is a difficult combinatorial problem even for m=5 and simple families R and C. We study the algebraic structure of the convex cone YRC and its dual, and an integer linear-programming a in particular we introduce the notion of content and pseudocontent. A relaxation leads to quadratic and higher forms over certain subsets of reals. As an application we study the natural link between highly symmetric patterns and two-symbol balanced arrays.Recommended articlesCiting articles (0)As you’re stuck on I-35W today, consider how far roads have come since the days of the Jefferson Highway | MinnPost您所在位置： &
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经济全球化发展趋势之一是跨国合并与合资，因为它能增进企业竞争力，促进企业向国际
市场和新兴领域拓展。 但当跨国公司进入国际市场时，如外国公司进入中国市场或中国企业
进入国际市场时，不同文化背景的企业经营者之间的文化冲突现象日益显著，合作双方在经营
与管理时所产生的矛盾也日趋突出，这些非管理因素严重影响了企业的发展和利润的回报，甚
至会导致合作的失败。 这一现象已引起相关学科学者及企业经营者高度重视，并成为全球探
讨的问题。
在中国已有数家合资企业在合资多年甚至十几年之后而分道扬镳；所有的合资企业都会
出现合资综合症，而其中很多的合资企业在面临合资综合症时却束手无策。
cnnfn．com1999年 11月报道，83％ 的跨国公司合并没能产生经济效益，人们往往把这种
无经济效益的合并归咎于双方错误的选择或对市场的错误分析，然而却忽视了在合并过程中
及合并之后的文化和人的因素的作用。 Mazzoline 在对跨国公司高层管理者的调查中发现，
跨国公司在合并之后所产生的矛盾是多方面的，人的因素又被认为是矛盾产生的最重要的因
素，而人的因素与其文化因素又是不可分割的。 Olie 认为，跨国合并公司成功率在 40％ 至
60％ 之间。 Muller对8000家合并公司和收购公司调查之后也发现，只有 15％ 的合并或收购
公司是真正的赢家，但这些赢家公司在合并后的数年之间也并不创造经济利润。 著名跨国公
司文化差异研究专家戴维 · A · 利克斯对此作了如下结论，凡是跨国公司大的失败，几乎都是
因为忽略了文化差异所导致的结果。
对于不同文化背景员工的合作及合资公司中的文化问题，如果我们单从管理角度去分析
只能使我们看到事物的单方面或事物的表面现象，而非问题的实质。 跨国公司管理或合资公
司管理中的问题虽然牵涉企业经营、管理理念、人力资源开发与利用、决策制定和企业沟通等
诸多问题，但这些问题又直接与不同文化背景下的人员有关，他们在经营企业和合作时都以各
自的价值观念、行为准则、思维方式参与管理与交流，所以他们对企业管理中的决策和行为会
产生不同的理解或持相反的观点，从
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