To improve photocatalytic performance, CdS nanoparticle deposited TiO2 nanotubular photocatalysts are synthesized. The TiO2 nanotube is fabricated by electrochemical anodization at a constant voltage of 60 V, and annealed at 500 for crystallization. The CdS nanoparticles on TiO2 nanotubes are synthesized by successive ionic layer adsorption and reaction method. The surface characteristics and photocurrent responses of TNT/CdS photocatalysts are investigated by scanning electron microscopy (SEM), X-ray diffraction (XRD), UV-Vis spectrometer and LED light source installed potentiostat. The bandgaps of the CdS deposited TiO2 photocatalysts are gradually narrowed with increasing of amounts of deposited CdS nanoparticles, which enhances visible light absorption ability of composite photocatalysts. Enhanced photoelectrochemical performance is observed in the nanocomposite TiO2 photocatalyst. However, the maximum photocurrent response and dye degradation efficiency are observed for TNT/CdS30 photocatalyst. The excellent photocatalytic performance of TNT/CdS30 catalyst can be ascribed to the synergistic effects of its better absorption ability of visible light region and efficient charge transport process.

Solenopsis geminata has been found in South Korea, suggesting a risk of its invasion has been increased by rapid climate change. This situation requires species distribution modeling to predict possibility of Solenopsis geminata introduction, but information necessary for performing it is very limited. In this study, we developed a map for global distribution of Solenopsis geminata so that the map can be used for future species distribution modeling. Also, as the first step to assess Solenopsis geminata introduction, climatic similarity between its origin (Puerto Rico) and major cities in South Korea was compared. We used ArcMap (version 10.0) for creating the distribution map by obtaining current habitat from public database, and CLIMEX was used to compare climates based on CMI value. The result showed that climates were not similar as indicated by CMI less than 0.52, suggesting the risk of intial introduction is low under the current climatic condition. However, it should be noted that climatic similarity did not consider biological characteristics of Solenopsis geminata and climate change. Thus, the next study will be devoted to climatic suitability simultaneously considers meteorological data, distribution and biological information.

In the 21st century, the risk of the exotic pest being invaded is increasing due to the rise of trading activities. Oriental fruit fly, Bactrocera dorsalis (Diptera: Tephritidae), has been considered to very destructive invader as it is highly intrusive and has a wide host range. In this study, 2,299 samples were collected from 88 locations in 12 countries by quarantine and investigation. Among them, 608 individuals (including B. correcta) were used for COI DNA barcoding analysis based on Neighbor Joining method with P-distance model. Population genetics analysis was conducted for 510 individuals selected from 47 locations of 12 Southeast Asian countries using 15 microsatellite loci. The barcoding analysis resulted in that any clade was not clustered according to a geographical isolation but indicated geographically mixed populations. Population genetics analysis showed shared genetic structure between neighboring countries across borders. Genetic structure of most Korean quarantine groups was more similar to that of Taiwan, China and Thailand in the order of appearance than other countries.

The fall armyworm (FAW), Spodoptera frugiperda J.E. Smith is a noctuid moth endemic throughout the Western Hemisphere that has recently become widespread in sub-Saharan Africa. In Asia, FAW was firstly reported at corn fields in India, SriLanka, Bangladeshi, Miyanmar and Thailand in 2018. In January 2019, FAW was also found in Yunnan province of China. In March 2019, the larvae which could be tentatively identified as FAW were caught at a corn field of Plant Protection Center of Lao PDR, which is located in Vientiane, Laos. Species identification was confirmed by DNA barcoding using the COⅠ segment of the four larvae, which were found to be the haplotype of rice strain (COⅠ-RS). The host strain identity was additionally analysed as a Tpi-C (C-strain allele) by Triosephosphate isomerase gene (Tpi) segment located on the Z sex chromosome. The result shows that the FAW specimens in Lao is the subpopulation of COⅠ-RS/Tpi-C (COⅠ and Tpi haplotype combination). It was reported that COⅠ-CS/Tpi-C were more frequently observed than COⅠ-RS/Tpi-C in Western Hemisphere and Western Africa, but COⅠ-RS/Tpi-C were more frequently observed in Eastern Africa. It can be supposed that the subpopulation of COⅠ-RS/Tpi-C in Lao is one of the subpopulations which have migrated into the Indochinese peninsula from Eastern Africa, with more detailed analysis for more diverse nationwide specimens left.

세계화로 인해 교역 및 여행객의 증가로 외래 병해충의 유입이 증가하고 있고 이들의 유입 및 확산 경로 규명을 위하여 분자 유전학적 분석 방법이 이용되고 있는 실정이다. 본 연구는 외래 해충인 Reticulitermes kanmonensis의 유전적 특성을 분석하기 위한 18개의 초위성체마커(microsatellite)를 이용하여 총 16개 지역(전주, 김제1, 김제2, 군산1, 군산2, 서천, 완주1, 완주2, 완주3, 완주4, 익산1, 익산2, 논산, 일본1, 일본2, 일본3)의 흰개미 244개체를 분석하였다. 집단간 대립 유전자 패턴(allelic patterns)분석결과 일본3 지역의 유전적 다양성이 높게 나타났고 완주2 지역은 다른 지역에 비해 비교적 낮게 나타났다. 집단 간 유전적 거리(Genetic differentiation)는 평균적으로 0.163정도의 유전적 다향성 비율을 나타냈고, 서천과 군산2 지역이 0.048로 낮게, 서천과 일본2 지역이 0.442로 높게 나타나 서천과 군산2 집단이 유전적으로 가깝게 나타나고, 반면 서천과 일본2 집단과는 유전적으로 멀게 나타났다. STRUTURE 분석결과는 클러스터 집단 수가 6(k=6)일때 이상적인 집단 패턴을 나타내었고, 유전적 구조는 A그룹(전주, 김제1, 완주2), B그룹(서천, 군산1, 군산2), C그룹(완주1, 김제2), D그룹(논산, 익산1, 익산2), E그룹(김제1, 완주2, 완주3), F그룹(일본1, 일본2, 일본3)의 6가지의 패턴이 지역별로 분리되어 나타났다.

Firms cooperate not only with complementary partners such as their suppliers and customers, but also increasingly with their competitors which can result in a simultaneous pursuit of cooperation and competition – coopetition (Brandenburger and Nalebuff, 2011). Coopetition is a paradox as it involves firms interacting with two contradictory logics – cooperation and competition, which their contradictory, yet interrelated, demands seem logical in isolation, but absurd and irrational when appearing simultaneously (Peng et al., 2017). The extant research on the role of the competitor as an NPD partner also throws conflicting results; positive and negative NPD performance. This variance could be related to the firm’s internal capability to manage the partnership in NPD activities. This research aims to investigate these issues: Part I examines ‘the paradox of coopetition’ by investigating how firm’s experience of coopetitive relationship influence on firm’s coopetition capability. Part II investigates the key antecedents and outcomes of coopetition capability on the competitor partnership for new product development. The findings suggest a balanced-strong coopetition and alliance management capability are useful to build coopetition capability. In turn, coopetition capability has direct and indirect effects on NPD performances.

Introduction The trade-off between cost leadership strategy and differentiation strategy is of importance and presents a key challenge to exporters because it is intrinsically related to innovation (Gebauer, 2008; O’Cass et al., 2014). Nevertheless, resources are limited, and firms must make choices in their allocation and determine the extent to which they will emphasize one strategy over another (Danneels, 2007; Lant, Milliken, & Batra, 1992). Although the individual roles of product strategies or innovation capabilities on export performance have attracted considerable attention (e.g., Hortinha, Lages, & Lages, 2011; Lages, Silva, & Styles, 2009), few studies have assessed their integrating impact - that is, the difference in the strengths of the relationships between cost leadership or differentiation strategy and innovation. Drawing on resource based view, we examine how innovation capabilities related with the relationship between cost leadership and differentiation strategies and exporters’ performance. Thus, we consider the moderating role of two distinct capabilities - exploratory innovation and exploitative innovation - on the relationships between product strategies and export performance. Exploratory innovation includes activities aimed to enter new product-market domains, while exploitative innovation activities improve existing product-market domains (He & Wong, 2004). The objectives of this study are to explore (1) impacts of cost leadership strategy and differentiation strategy on export performance, (2) moderating effects of exploitative and exploratory innovation capability on the relationship between product strategy and export performance, and (3) these relationships in the context of a comparison of Korean and Japanese exporters. Most empirical research about product strategy and innovation capability has been conducted in Western-based context. This means that managers operating in non-Western business environments have only Western-based empirical evidence to help them develop strategies for managing levels of market orientation in their international businesses. However, non-Western business cultures may be different from those found in Western firms, and therefore generalizing studies of exporting behavior from Western to non-Western business contexts may be misleading. Indeed, it is noted that there is a need for more studies into the transferability of Western research to the Asian business setting (Ambler, Styles, & Xiucun, 1999). Thus, in order to fill this imbalance, the purpose of this study is to attempt to investigate product strategy and innovation capability of Korean and Japanese firms in international markets. Conceptual background Porter (1980) argues that a firm can achieve a higher level of performance over a rival in one of two ways: either it can supply an identical product or service at a lower cost, or it can supply a product or service that is differentiated in such a way that the customer is willing to pay a price premium that exceeds the additional cost of the differentiation. A cost leadership strategy is designed to produce goods or services more cheaply than competitors by stressing efficient scale of operation. When a firm designs, produces, and sells a comparable product more efficiently than its competitors as well as its market scope is industry-wide, it means that the firm is carrying out the cost leadership strategy successfully (Campbell-Hunt, 2000). Thus, the primary thing for a firm seeking competitively valuable way by reducing cost is to concentrate on maintaining efficiency through all activities in order to effectively control every expense and find new sources of potential cost reduction (Dess & Davis, 1984). The differentiation strategy provides value to customers with the unique attributes or perceptions of uniqueness, and characteristics of a firm’s product other than cost. The firm pursuing differentiation seeks to be unique in its industry along some dimension that is valued by customers, which means investing in product R&D and marketing (Porter, 1980). Rather than cost reduction, a firm using the differentiation needs to concentrate on investing in and developing such things that are distinguishable and customers will perceive (Gebauer, 2008). Overall, the essential success factor of differentiation in terms of strategy implementation is to develop and maintain innovativeness, creativeness, and organizational learning within a firm (Dess & Davis, 1984; O’Cass et al., 2014; Porter, 1985). A firm’s ability to compete in the long term may lie in its ability to integrate product strategy and its existing capabilities, while at the same time developing fundamentally new ones (Lavie & Rosenkopf, 2006). Simultaneous investments in the exploitation of existing product innovation capabilities and the exploration of new ones may help create a competitive advantage (Soosay & Hyland, 2008). Organizational learning represents the development of knowledge that influences behavioral changes and leads to enhanced performance (Crossan, Lane, & White, 1999; Fiol & Lyles, 1985). Product innovation is a tool for organizational learning and, thus, a primary means of achieving its strategic renewal (Danneels, 2002; Dougherty, 1992; O’Cass et al., 2014). Exploration pertains more to new knowledge - such as the search for new products, ideas, markets, or relationships; experimentation; risk taking; and discovery - while exploitation pertains more to using the existing knowledge and refining what already exists; it includes adaptation, efficiency, and execution (March, 1991). Exploration and exploitation compete for the same resources and efforts in the firm. With a focus on exploring potentially valuable future opportunities, the firm decreases activities linked to improving existing competences (Levinthal & March, 1993; March, 1991). In contrast, with a focus on exploiting existing products and processes, the firm reduces development of new opportunities. However, firms must develop both exploratory and exploitative capabilities because returns from exploration are uncertain, often negative, and attained over the long run, while exploitation generates more positive, proximate, and predictable returns (Levinthal & March, 1993; March, 1991; Özsomer & Gençtürk, 2003). Researchers haveshown that both types of learning are essential to enhancing firm performance (Leonard-Barton, 1992; March, 1991). In this study, we use exploration and exploitation to describe two innovation-related capabilities that are critical elements on the relationship between product strategies and export performance. Hypotheses A firm that successfully pursues a cost leadership strategy emphasizes “aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidance of marginal customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on” (Porter, 1980: 35). In addition, with a cost leadership strategy, firms focus on reducing costs through operational efficiency. The associated positional advantage is a cost advantage pertaining to the firms’ value offering and is based on the product’s price–perceived value proposition in the export market. On the other hand, a firm that pursues a differentiation strategy may attempt to create a unique image in the minds of customers that its products are superior to those of its competitors (Miller, 1988). Moreover, a firm may pursue a differentiation strategy by creating a perception in the minds of customers that its products possess characteristics that are unique from those of its competitors in terms of differences in design, physical attributes/features, and durability (Gebauer, 2008). Differentiation strategy aims to generate more outwardly focused product innovations that offer customers product differences that shape a distinctive value offering that is more responsive to their needs (Hughes, Martin, Morgan, & Robson, 2010; O’Cass et al., 2014). The associated positional advantage is a product or market differentiation advantage pertaining to the superior brand, quality, design, and product features that differentiate the firms’ value proposition from its competitors in the export market. Firms that position their products in a manner that co-aligns with their “home country competitive advantages” will, on average, tend to perform better than those that do not. The impact of home-country advantages is lessening over time as firms develop firm-specific global core competencies to replace home-country advantages. The corporate climate in Japanese firms is characterized by worker participation and long term employment. These factors not only tend to increase costs, but also may have a positive effect on product quality through better employee motivation and more knowledgeable workers. Japanese firms have the highest labor and taxation costs and a demand base that is more quality than price sensitive. This creates a home-country environment that favors higher quality. Therefore, Japanese firms most easily achieved a strategic fit with their home country business environment by pursuing a differentiation strategy. On the other hand, Korean firms tend to focus innovation on small, incremental improvements in process and product development, exploiting experience effects. Over time, this focus results in higher quality for Korean products and lower costs, thus creating the potential for Korean firms to use a cost leadership strategy. Moreover, Korea’s capital markets (which offer inexpensive capital below short-term market rates), a demand base that is price sensitive, and the Korean corporate culture’s emphasis on low prices all contribute to an environment favoring lower cost and lower price strategy. Hypothesis 1: Cost leadership strategy pursued by Korean firms is positively associated with export performance, compared to Japanese firms. Hypothesis 2: Differentiation strategy pursued by Japanese firms is positively associated with export performance, compared to Korean firms. From the generation of new ideas through to the launch of a new product, exploration and exploitation play a vital role in product innovation (Rothaermel & Deeds, 2004). Organizations can decide to use existing organizational competences to realize short-term results, or create new competences that may foster the development of innovations in the longer term (Atuahene-Gima, 2005). Both types of capabilities are considered to be dynamic in nature (Winter, 2003), given that their purpose is to transform existing resources into new functional competences that provide a better match for the firm's environment (Voss, Sirdeshmukh, & Voss, 2008). Although both exploitative and exploratory capabilities related to cost leadership and differentiation strategies, because of those different roles of capabilities in innovation process, the effects of those innovation capabilities on the relationship between product strategy and export performance might be different. In case of cost leadership strategy, firms focus on using and developing existing capabilities, promoting improvements in existing components and building on existing technological elements (Benner & Tushman, 2003; Rust et al., 2002). Similarly, exploitative innovation is aimed at improving existing product-market domains. The cost leadership strategy creates value through existing competences or competences that have been slightly modified (Voss et al., 2008). It promotes a routine-based and repetitive approach to organizational changes (Rust et al., 2002). Because exploitative innovation builds on existing knowledge and extends existing products and services for existing customers (Soosay & Hyland, 2008), exploitative capabilities helps firms pursuing cost leadership strategy to reap the benefits of improvement they make to their products and to continue making incremental improvements (Brucks, Zeithaml, & Naylor, 2000), which are designed to allow the firm to continue its superior performance (Griffin, 1997). Compared to cost leadership strategy, differentiation strategy is characterized by radical change, risk and experimentation and that allows for the creation of new methods, relationships, and products. Because exploration focuses mainly on trying to create variety, to adapt and hence exploit ever-decreasing windows of opportunity (Soosay & Hyland, 2008), this capability is more beneficial to the kind of product innovativeness to the firm (Augusto & Coelho, 2009). When exporters pursue differentiation strategy for acquiring new knowledge and developing new products and services, exploratory capability helps to engage new insight into the design of new features and benefits of a given product, that product is guaranteed to contain new ideas (Cho & Pucik, 2005; Yalcinkaya et al., 2007). In contrast with exploitation aimed at improving existing product-market domains, explorative innovation requires fundamental changes in the way an organization operates and represents a clear departure from existing practices (Menguc & Auh, 2006). Hypothesis 3: Exploitative innovation capability moderates the relationship between cost leadership strategy and export performance positively. Hypothesis 4: Exploratory innovation capability moderates the relationship between differentiation strategy and export performance positively. Results This study conducted survey data from Korean and Japanese exporters, regarding to product strategy, innovation capability, and export performance. 223 usable questionnaires were obtained in Korea, and 124 usable questionnaires were obtained in Japan. With regard to number of years of international experience, international experience averaged 15 (S.D. = 23.54) for Korean samples and 37.95 (S.D. = 21.90) for Japanese samples. In addition, export intensity by total sales over exporting sales averaged 15 (S.D. = 23.54) for Korean samples and 36.91 (S.D. = 26.15) for Japanese samples. Using survey data from Korean and Japanese exporters, the findings indicate that cost leadership strategy enhance export performance for Korean firms. On the other hand, for Japanese firms, differentiation strategy is more related on export performance positively. Moreover, exploitative innovation capability strengthens the relationship between cost leadership strategy and export performance, while exploratory innovation capability enhances the link between differentiation strategy and export performance for both Korean and Japanese firms. Discussion Focusing on product strategy through the application of the RBV has provided theoretical insights as well as empirical evidence as to which capabilities are required to achieve these critical product strategy outcomes. The support from this study provides further evidence of the usefulness of applying the RBV to the export setting and should encourage researchers to examine the other aspects of export strategy. Based on organizational learning perspective, in addition, this study found that exploratory and exploitative innovation capability are essential to the firm because they act as vehicles for renewing product strategy to achieve superior export performance. By considering product strategy with exploration and exploitation simultaneously, we present a new perspective of the roles of these product strategies in the development of firms’ innovation capabilities. Our results indicate that cost leadership and differentiation strategy are pivotal in ensuring a proper balance between exploratory and exploitative innovations. Furthermore, this study found that different effects of product strategies on export performance in line with home country competitive advantages. Understanding the nature of marketing strategies employed by Korean and Japanese firms as well as its different effects may provide a useful reference point for exporters from other emerging countries in Asia. One of the main implications for managers is that both exploratory and exploitative product competences should consider in parallel when developing product strategy. The findings underscore the need for managers to invest in cost leadership and differentiation strategy to ensure the development of exploration and exploitation. Therefore, resource allocation decisions should, consider the firm's needs for innovation capabilities and, on the other hand, be guided by the firm’s product strategy. Exporters operate in highly complex environments, characterized by high levels of technological and market uncertainties and highly diverse and dispersed customers (Kleinschmidt et al., 2007; Mohr & Sarin, 2009). Therefore, in addition to the product strategy toward the development of innovations using state-of-the-art technologies, managers of these firms need a similarly strong focus on understanding both current and potential exporting markets. By acknowledging the need for product strategy, managers can ensure the balanced innovation capabilities.

The purpose of this study is to assess the role of marketing to the area of strategic alliances. We suggest that marketing capability – the ability to deploy resources to serve customers better- is a key determinant that facilitates value creation in strategic alliances. Specifically, we investigate the interaction effects of marketing capability on performance of strategic alliance experience and types of strategic alliances (introducing three types: SI-SF alliance, AI-SF alliance and AI-DF alliance), and whether these interaction effects are moderated by high vs. low technological industry. This study analyzed the panel data from 39 international firms and their 2,158 alliances during the period 1994 - 2014, 21 firms from computer industry (high-tech industry) and 18 firms from food industry (low-tech industry), respectively. The results indicate that the contribution of marketing capability on the relationships between alliance experience, types of strategic alliances and firm value varies with environmental contexts. First, when a firm has strong marketing capability, the effect of strategic alliance experience on firm value is greater than those of firms with low marketing capability. Also, the strength of its interaction effect is lower in high-tech industry than low-tech industry. Second, when a firm has strong marketing capability, the effects of three different types of strategic alliances on firm value are greater than those of firms with low marketing capability. However, their interaction effects to firm value were significant only in high-tech industry. Specifically, when a firm has strong marketing capability, the stock market reacts most favorably to the AI-DF alliance than those of SI-SF alliance and AI-SF alliance in high-tech industry. In contrast, even a firm has strong marketing capability, the stock market reacts favorably only to AI-SF alliance in low-tech industry. In sum, our research suggests that the interactive performance impact of marketing capability to the strategic alliance experience and the types of strategic alliances can be obtained in particular environmental contexts.

The oriental fruit fly, Bactrocera dorsalis (Hendel), has potential of serious damage to various vegetables or fruits, especially genus of Citrus, such as mandarin orange and tangerine in Korea, where its larvae do damages. Animal and Plant Quarantin Agency of Korea and Animsl Systematics Laboratory of Kunsans National University have collected the samples of oriental fruit fly in East Asian countries, Vietnam, Philippines, Myanmar, China, Cambodia, India Nepal and Laos. To confirm genetic differences and structure of B. dorsalis population samples collected from those countries, we analyzed 192 individuals from 28 locations over 7 countries using 15 microsatellite loci. In total samples, number of different alleles, number of effective alleles and Shannon's Information Index were 6.421±0.364 (standard error, SE), 3.664±0.137 (SE) and 0.902±0.030 (SE), respectively. Grand means (±SE) of observed and expected heterozygosity over all loci and populations were 0.534 (±0.018) and 0.597 (±0.017), respectively. Among all populations, Fst values ranged from 0.016 to 0.705 with averaging 0.194 (±0.026).

외래 병해충의 유입이 증가 하고 있고 이들의 유입 및 확산 경로 규명을 위하여 분자 유전학적 분석 방법이 이용되고 있는 실정이며, 본 연구는 외래 해충인 Reticulitermes kanmonensis의 유전적 특성을 분석하기 위한 초위성체마 커(microsatellite)를 문헌을 통해 탐색하였고, NGS(Next-Gen Sequencing) 기술을 통해 새로운 초위성체마커를 개발하였 다. 문헌을 통해 Reticulitermes속에서 개발된 마커29개와 NGS를 통해 선발된 25개의 마커를 탐색 하여, 이중 증폭 및 유용성이 있는 18개의 마커를 선정하였다. 선정된 단일 마커들을 이용하여 6개의 multiplex PCR set 및 증폭 조건을 수립하여 집단유전학 분석에 활용하고자 한다.

A colony of Solenopsis invicta was first intercepted on Gamman pier, Pusan port in Korea at September, 2017 by Animal and Plant Quarantine Agency. The mitochondrial DNA (mt-DNA) of workers was analyzed and compared with vary libraries of mt-DNA haplotypes to elucidate the origin of the introduced colony with the trade pattern of the Gamman pier. The mt-DNA fragment of 768 bp, which is part of the Cytochrome oxidae I gene, was amplified and sequenced. The results showed that the mt-DNA was in the clade of haplotype 5, which is endemic in southern USA, China, Taiwan, and Australia. More than 60% of containers are imported from China into Gamman pier, it may be possible to assume that the colony was inadvertently invaded through containers from China.

Recently a colony of Solenopsis invicta, the red imported fire ant (RIFA), was intercepted on Gamman pier, Pusan port in Korea by Animal and Plant Quarantine Agency. It has been generally known that RIFA has two social forms as monogyne and polygyne, which showing the behavioral differences between the two forms and dictated by a pheromone binding protein, Gp-9. The social forms of the RIFA colony was revealed as polygyne form, when the GP-9 gene was analyzed by three allelic discrimination assays including Real-Time PCR (RT-PCR), rh-Amp SNP Genotyping, and peptide nucleic acid probe-based RT-PCR in this study.

In the 21st century, the risk of the exotic pest being invaded is increasing due to the rise of trading activities. Oriental fruit fly, Bactrocera dorsalis (Diptera: Tephritidae), has been considered to very destructive invader as it is highly intrusive and has a wide host range. In this study, 2,299 samples were collected from 88 locations in 12 countries by quarantine and investigation. Among them, 608 individuals were used for COI DNA barcoding analysis based on Neighbor Joining method with P-distance model. Population genetics analysis was conducted for 510 individuals selected from 47 locations of 12 Southeast Asian countries using 15 microsatellite markers. COI DNA barcoding results showed that B. dorsalis did not support any clade as a geographical isolation but almost indicated mixed populations of each country. Population genetics analysis showed similar pattern of genetic structure between neighboring countries across borders. Most domestic quarantine groups were more similar in genetic structure to Taiwan, China and Thailand in the order of appearance.

The oriental fruit fly, Bactrocera dorsalis (Hendel), has potential of serious damage to various vegetables or fruits,especially genus of Citrus, such as mandarin orange and tangerine in Korea, where its larvae do damages. Animal andPlant Quarantine Agency of Korea and Animal Systematics Laboratory of Kunsan National University have collected thesamples of oriental fruit fly in East Asian countries, Vietnam, Philippines, Myanmar, China, Cambodia, India, Nepal andLaos. To confirm genetic differences and structure of B. dorsalis population samples collected from those countries, weanalyzed 192 individuals from 28 locations over 7 countries using 15 microsatellite loci. In total samples, number ofdifferent alleles, number of effective alleles and Shannon's Information Index were 6.421±0.364 (standard error, SE), 3.664±0.137(SE) and 0.902±0.030 (SE), respectively. Grand means (±SE) of observed and expected heterozygosity over all loci andpopulations were 0.534 (±0.018) and 0.597 (±0.017), respectively. Among all populations, Fst values ranged from 0.016to 0.705 with averaging 0.194 (±0.026).

The objectives of this study are to examine the genetic variation and the origin elucidation in oriental fruit flies (Diptera:Tephritidae) using DNA barcode, in prepartion for their future introductions into Korea. About 1,600 specimens of B.dorsalis sp. complex and B. correcta were collected from 10 countries, the Indochina peninsula, the Philippines, Taiwanand South China. A total of 182 cytochrome c oxidase I (COI) sequences were obtained and aligned from these regionalspecimens. Three chinese sequences from the GenBank reference were also included. Six hundreds base pair fragmentswere aligned and trimmed and used for a barcode. The phylogenetic tree was generated using the neighbor-joining methodwith 1,000 bootstrap replicates. There were two distinct groups in the phylogenetic tree, Bactrocera dorsalis sp. complexand B. correcta. Three specimen, intercepted in the hand-carried mango at the airport inspection and collected in the confiscatedmango, smuggled from Vietnam were included for a test. The DNA sequences from the airport were 100% identical toone of various Vietnam specimens, and that from the confiscated mango was mostly similar to those of Vietnam, suggestingthe usefulness of the barcode for elucidating the origin of oriental fruit fly.

Recently, measuring instruments for SHM of structures had being developed. In general, the wireless transmission of sensor signals, compared to its wired counterpart, is preferable due to its absence of triboelectric noise and elimination of the requirement for cumbersome cable. Preliminary studies on the continuous vibration measurement of high-rise buildings using MEMS sensors have been carried out. However, the research on the low-rise buildings with relatively small vibration levels is insufficient. Therefore, in this paper, we used the wireless MEMS sensor to compare and analyze the vibration measurements of three low-rise buildings.