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131.
Rie Natsui 《Acta Mathematica Hungarica》2005,108(4):299-318
Summary Let Fq be a finite field with q elements. We consider formal Laurent series of Fq -coefficients with their continued fraction expansions by Fq -polynomials. We prove some arithmetic properties for almost every formal Laurent series with respect to the Haar measure. We construct a group extension of the non-archimedean continued fraction transformation and show its ergodicity. Then we get some results as an application of the individual ergodic theorem. We also discuss the convergence rate for limit behaviors. 相似文献
132.
Science China Mathematics - We construct an unconditional basis in the Banach space L p(Ω) for p 1 by using the refinement equation and the basic operation of translation and scale, where... 相似文献
133.
An all-optical fiber nonlinear Fabry-Perot resonator is proposed. The steady-state model for describing this resonator is developed. The transmission and refection bistabilities are shown numerically. Our results show that the bistability in this system is similar to that in a normal nonlinear Fabry-Perot etalon, except that the characteristics of the bistability can be changed not only by the cavity length but also by the phase shifts of the fiber loop mirrors. 相似文献
134.
本文是[1,12]的继续,研究描述架中概念的结构;本文讨论后半部分,内容涉及概念内涵与外延的转换,清晰关系的内投影与内变换,概念的结构*以及有关问题的注记。 相似文献
135.
Dorina Mitrea Marius Mitrea Jill Pipher 《Journal of Fourier Analysis and Applications》1997,3(2):131-192
We study boundary value problems for the time-harmonic form of the Maxwell equations, as well as for other related systems
of equations, on arbitrary Lipschitz domains in the three-dimensional Euclidean space. The main goal is to develop the corresponding
theory for Lp-integrable bounday data for optimal values of p's. We also discuss a number of relevant applications in electromagnetic scattering. 相似文献
136.
多级制造系统是现代制造业的主要加工方式,系统的每一级的加工速度和加工周期是系统设计的主要决策变量,正确确定这两个变量是系统得到优化的主要目标。本文导出了系统优化的基本模型,它包括系统各级的生产时间、等待时间、生产速度、生产成本以及系统的循环时间、总成本、产品利润和利润率等,并给出了一个应用实例。 相似文献
137.
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139.
Operational Research groups were established in private and public sector organizations following on from their success supporting the military in the Second World War. In the early years their numbers grew rapidly but by the mid-1970s evidence started to accumulate that they were being viewed less favourably. Many organizations chose not to set up OR groups. Established groups were closed down or dispersed to operating units in organizations, particularly during the recessionary periods. In 1993 following on the closures of some major OR groups in the UK, the Operational Research Society decided to fund research to examine those factors influencing a group's success and survival. This review, which forms part of the research, first examines the history of OR groups in the UK and North America, arguing that in practice they were one of a number of internal organizational consultancies. As such they were judged by their competitive performance. Despite the intent of the founding fathers of OR many groups found their scope was limited to mainly tactical problems using analytical model based approaches although there were exceptions that were successful in making major contributions at the strategic level also. Within their chosen fields of activity however many groups flourished whilst some failed. This review presents a comprehensive list of influences on success and survival. They include changes in the external environment, together with shifts in managerial style and culture, organizational factors, and the OR group itself. The review concludes that, while OR groups can do much to protect themselves from closure, organizational changes within a hostile managerial culture demand a creative response that acknowledges new requirements. Areas where an OR group has greatest influence over its effectiveness include its leadership and personnel, project balance and management. In addition, to be successful OR groups need to positively develop and market their services in an increasingly competitive managerial climate. 相似文献
140.