A common approach adopted in the practice of advertising photography in Hong Kong is about using celebrity, pleasant environment and astonishing visual effect but the photographs so taken may not convince audience. As such, this paper attempts to formulate a new approach to incorporating concept development, visual statement and photographic composition.

Immigrants face an array of disruptions, including changes in social and religious contexts, values, norms, beliefs, behaviors, that are constantly threatening their self and social identities. How they manage those threats is crucial to their adaptation to the new cultural context, and is the main investigation of this research. Specifically, we investigated how Muslim immigrants react when they see themselves transgressing one of their cultural values. Results of Study 1 provide full support to our hypotheses that when people see themselves transgressing their in-group values, they are more concerned when the transgressing behavior is witnessed by an out-group than an in-group member. In other words, they demonstrate to be more worried in preserving the in-group image in front of an out-group member than in preserving their self-image in front of an in-group member. Further results of Study 1 also showed evidence of a new type of value affirmation mechanism. The negative emotional reaction to the transgressing behavior was reduced when the out-group member was said to have endorsed the transgressing-related cultural value.

Viral video advertising as a branded entertainment has shown its potential to overcome consumer skepticism by spreading the brand message through individuals’ social connection. Although brand placement prominence and brand disclosure may be critical factors that influence forwarding intention in the viral video ad context, less research has examined these relationship. To fill these gaps, this study aims 1) to examine the psychological mechanisms through which the brand placement prominence influences consumers’ forwarding intention of viral video advertising, and 2) to investigate the potential moderating role of brand disclosure timing. This study shows that the level of brand prominence in a viral video ad is an important factor influencing viewers’ forwarding intention sequentially mediated by persuasion knowledge, critical processing and enjoyment. The moderating role of brand disclosure timing investigated in the current study suggests that when the branded viral video has a high level of brand prominence, post brand disclosure leads to a higher forwarding intention compared to the prior brand disclosure.

Introduction The research described in this abstract discusses “multilevel marketing,” including a review of academic literatures and studies that have used the direct sales business method as a research context. The multilevel marketing business structure represents an alternative to the business-employee-consumer relationships of those offered by traditional bureaucratic organizations. As such, they have, on one hand, collectively prospered and, on the other hand, attracted negative attention from regulatory and government entities, scholars, and competitors. Studies related to MLM organizations have examined these businesses on every populated continent, and have considered the viewpoints of consumers, MLM participants, and sales managers. Research has included a variety of empirical approaches, from quantitative survey methods to qualitative ethnographic studies. Consumer dispositions toward MLM have been measured intermittently over several years, and include consumer responses from many different countries. One consistent finding is that people who have purchased products from MLMs expressed more favorable opinions of them than do those who have not bought from MLM. Further, studies also provide evidence that consumers perceive that buying from direct selling is perceived to be less risky than some other non-store shopping modes (Gillett, 1976; Peterson, Albaum & Ridgway 1989; Alturas, Santos & Pereira 2005). Nonetheless, the practice is controversial and faces intense scrutiny in many countries while being banned in others. However, the research literature suggests careful consideration of the benefits of MLM organizations, in that the nontraditional organizational structure and methods of promotion may provide economic development in poor economies and also allow consumer-participants to develop important skills. One common method of retailing is direct sales. Direct selling companies emphasize promotion and distribution of their products through person-to-person contact, usually away from a physical retail location and usually through some network of independent sellers. The sales presentations are often held in homes, in the form of door-to-door solicitation, one-to-one meetings, through sales “parties,” or through some type of online social media platform (e.g., Facebook). Direct selling provides a channel of distribution for companies as an alternative to traditional retail outlets; it is attractive to companies that may be unable to compete with the vast advertising and promotion expenses that other manufacturers employ to gain shelf space in traditional retail stores. The variety of products and services that are sold through direct sales matches that of major traditional retailers, including cosmetics, home décor, wellness, jewelry, kitchen products, clothing, organic gardening, and scrapbooking supplies. Promotion of the products often relies on product demonstrations. One type of direct sales is multilevel marketing. A multilevel marketing organization (MLM) is a type of compensation structure (Coughlan & Grayson 1998) through which distributors earn income from their own sales as well as through commissions from the sales made by individuals they have recruited into their organization. As depicted in Figure 1, there are three basic components to compensation: 1. Distributors purchase the products or services at wholesale cost from the MLM organization; these products are sold at a profit (markup) to end consumers 2. Distributors are paid a commission by the MLM for what they sell directly 3. Distributors earn a bonus (percentage) of the sales made by individuals they recruit into the MLM. Recruits are referred to as the distributor’s “downline,” while the recruiter is referred to as the recruited person’s “upline.” MLM and traditional organizations MLM participants include people with diverse backgrounds, levels of education and experience, and personal qualities. Direct selling organizations rely on social connections and relationships to broaden their potential customer base; MLM organizations rely on these social connections as integral to their recruiting as well. MLM organizations do not have formal sales management structures. MLM participants are not “employees,” but rather act as independent franchisees that must adhere to organizational, ethical, and legal parameters. MLM participants are usually not co-located – they do not work at a central office – and often begin work part-time. Participants usually pay start-up or membership fees and pay for training and other selling-related materials. Because MLMs operate without bureaucratic organizational structure or traditional workplace, the company’s culture and ideologies are circulated through social relationships of each individual participant. Several researchers have asserted that cultural characteristics have a significant impact on the success of MLMs in any economy. Biggart (1989) observed that MLMs are successful in Asian countries because those societies tend to be very structured and hierarchical, and individuals in those countries carry a Confucian work ethic similar to Protestant ethic characteristic of the United States. Additionally, Asian extended family networks make selling and recruiting easier. By contrast, Herbig and Yelkurm (1997) observed that MLMs have not succeeded in parts of Europe, because the cultural and ideological climate is comparatively unreceptive to free enterprise and market entry. Laws restrict sellers to contact people at home. Southern European countries, however, tend to have larger informal sectors, fewer worker protections and restrictions, and stronger family and extended-family relationships. Statistics Worldwide, direct retail sales were $182.8 billion in 2014, an increase of over 6% from the previous year; these sales were generated by over 99 million direct-sellingretailers, including cosmetics, home décor, wellness, jewelry, kitchen products, clothing, organic gardening, and scrapbooking supplies. Promotion of the products often relies on product demonstrations. One type of direct sales is multilevel marketing. A multilevel marketing organization (MLM) is a type of compensation structure (Coughlan & Grayson 1998) through which distributors earn income from their own sales as well as through commissions from the sales made by individuals they have recruited into their organization. As depicted in Figure 1, there are three basic components to compensation: 1. Distributors purchase the products or services at wholesale cost from the MLM organization; these products are sold at a profit (markup) to end consumers 2. Distributors are paid a commission by the MLM for what they sell directly 3. Distributors earn a bonus (percentage) of the sales made by individuals they recruit into the MLM. Recruits are referred to as the distributor’s “downline,” while the recruiter is referred to as the recruited person’s “upline.” MLM and traditional organizations MLM participants include people with diverse backgrounds, levels of education and experience, and personal qualities. Direct selling organizations rely on social connections and relationships to broaden their potential customer base; MLM organizations rely on these social connections as integral to their recruiting as well. MLM organizations do not have formal sales management structures. MLM participants are not “employees,” but rather act as independent franchisees that must adhere to organizational, ethical, and legal parameters. MLM participants are usually not co-located – they do not work at a central office – and often begin work part-time. Participants usually pay start-up or membership fees and pay for training and other selling-related materials. Because MLMs operate without bureaucratic organizational structure or traditional workplace, the company’s culture and ideologies are circulated through social relationships of each individual participant. Several researchers have asserted that cultural characteristics have a significant impact on the success of MLMs in any economy. Biggart (1989) observed that MLMs are successful in Asian countries because those societies tend to be very structured and hierarchical, and individuals in those countries carry a Confucian work ethic similar to Protestant ethic characteristic of the United States. Additionally, Asian extended family networks make selling and recruiting easier. By contrast, Herbig and Yelkurm (1997) observed that MLMs have not succeeded in parts of Europe, because the cultural and ideological climate is comparatively unreceptive to free enterprise and market entry. Laws restrict sellers to contact people at home. Southern European countries, however, tend to have larger informal sectors, fewer worker protections and restrictions, and stronger family and extended-family relationships. Statistics Worldwide, direct retail sales were $182.8 billion in 2014, an increase of over 6% from the previous year; these sales were generated by over 99 million direct-selling distributors (World Federation of Direct Selling Associations, 2015). The primary product categories included cosmetics/personal care, wellness, household products, and clothing/accessories. The largest markets for direct selling include the United States, Europe, and Japan. The European Direct Selling Association (Seldia) reported that 2014 sales of direct selling firms in European Union countries were €24 billion (about $26.7 billion), with over 5 million direct sellers (Seldia, 2015). In Japan, 2012 direct selling revenues were ¥177 trillion ($16 billion), with 3.3 million participants (WFDSA, 2015). In the United States, there were over 18 million direct-selling distributors in 2014 who generated $34.5 billion, a 5.5% increase from 2013. The Direct Sales Association reported that over 95% of U.S. direct sales in 2011 were through MLMs (Direct Sales Association, 2015). In terms of participation, the vast majority of direct distributors are women in both of two largest aggregate direct-selling markets. In the European Union, 79% of all direct sellers were women in 2014 (Seldia, 2015); seventy-six percent of direct sellers were considered to be part-time. In the U.S., the percentage of female direct sellers in the U.S. in 2014 was 74% (DSA, 2015). Criticism and Legal/Regulatory Issues Legitimate MLMs are often characterized as or confused with illegal “pyramid” or “Ponzi” schemes, and seem to have always attracted regulatory scrutiny (Arun, 2015; Alpert, 2012; Croft, Cutts & Mould, 2000; Hyman, 2008; Herbig & Yelkurm, 1997; O’Regan, 2015). In response to illegitimate operations, consumer protection groups and federal and local governments have provided information and enacted laws which distinguish MLMs from their fraudulent counterparts. MLMs and pyramid schemes Much of the academic and legal literatures have ventured to provide formal delineation between legal MLMs and the illegal and unethical practices related to pyramid schemes (Stockstill, 1985; Coughlan & Grayson, 1998; Epstein, 2010; Vander Nat & Keep, 2002). There is nearly universal concurrence that whether a program is a legitimate multilevel marketing plan or an illegal pyramid depends on: (1) the method by which the products or services are sold; and (2) the manner in which participants are compensated. Basically, if an organization pays participants for sales by their “enrollees,” “recruits,” and/or their downline enrollees and recruits, that plan is multilevel. If a program compensates participants, directly or indirectly, merely for the introduction or enrollment of other participants into the program, unrelated to the sales of any product, it is considered to be a pyramid. In the United States, federal and state anti-pyramid statutes comprise a comprehensive consumer protection umbrella. These laws are designed to protect individuals from being defrauded through illegitimate programs which lure participants with the promise of easy money by compensating them from the investments of additional participants rather than from legitimate product sales. Federal and state regulatory agencies have sought to prohibit such illegal activity using laws that control pyramids, mail fraud, business opportunity, franchise, lottery, and securities. Internationally, many countries ban some forms of pyramid schemes. Pyramid selling and multilevel marketing both take the form of complex organizations, and because of different interpretations of business activities and underlying regulatory philosophies across countries, regulation takes different forms (Micklitz, Monazzahian & Rößler, 1999; Dobson, 2011; Chan, 1999; China Daily, 2013; Epstein, 2010). Economic Development and MLM Organizations Several studies have observed that one of the key reasons for the establishment and growth of MLM organizations has been that they are often introduced into a larger socioeconomic context, using pre-existing social relationships to become engrained in the overall complex of an economy. Indeed, in communities where families and social networks are relatively large and geographically concentrated, MLM organizations have tended to thrive. MLMs are particularly attractive employment options for groups of people who may experience high unemployment and discrimination in the primary labor market (Brodie, Stanworth & Wotruba, 1998), for example women (Biggart, 1989; Casanova, 2011a, 2011b; Vincent, 2003; Dolan & Scott, 2009; Cahn, 2011; Singh & Aggarwal, 2012) and ethnic minorities (Dai, Wang & Teo, 2011; de Vidas, 2008). Further, as many countries attempt to follow a neo-liberalized, free-market approach to economic development, employment has become more feminized (Standing, 1999) and selling for a transnational direct sales organization is often an appealing option for women in developing countries, providing paid employment that takes place not only outside the home, but outside the archetypical, standardized workplace of the export-product manufacturing factory (Casanova, 2011a, 2011b; Wilson, 1998). Other evidence has suggested several macro-environmental developments that continue to have an impact on direct sales organizations (Ingram, 1993; Ragland, 2012). First, the splintering of market segments into subsegments has compelled companies with fewer resources to focus to avoid the “mass market,” and focus instead on smaller segments, tailoring their efforts to gain customer satisfaction (Kotler & Armstrong, 2014). MLMs are particularly suited to this consumer environment – distributors talking directly to consumers to find out what it is that they want, like, and prefer. One further outcome of this fragmentation has been that people have been forced to seek new groups to satisfy their need to belong, and “hybrid” economic social networks such as MLMs satisfy these nonmaterial needs of distributor participants (Green & D’aiuto, 1977). This appears to be a reasonable explanation of why many of the largest MLM organizations have several million distributors, the majority of whom gain only very minimal financial rewards despite devoting a substantial portion of their time to company activities. A second macro trend is that of globalization. Over the past thirty years, a strong demand has developed for Western products in then-newly-opened European and Asian markets. This continues to be the case in central Asia (India, Russia) and Latin America. In addition to consumer demand, a high level of salesperson motivation in those countries cited as a key to success. Thus consumer demand for MLM-supplied products has grown, while the entrepreneurial spirit that multilevel marketing encourages is appealing to many who seek self-managed work and independence from the traditional employer-employee relationship. Third, manufacturers often pursue multiple channels of distribution to make products available, and MLMs offer a realistic (and often creative) alternative component. This makes it easy for shoppers to find what they want, and a “direct” channel can coexist with traditional channels, allowing entry into extremely local markets and extremely poor consumers (Ireland, 2008; Dolan & Scott, 2009). For example, Ireland (2008) provided several examples of the implementation of MLM in poor communities in South America. This strategy was executed by well-known brands, some of which were recognizable MLMs (e.g. Avon) and some of which were traditional consumer products manufacturers (e.g. Coca Cola). The MLM organization in each of these cases emphasized physical distribution – in some situations going so far as to provide refrigerators in the homes of poor consumers, who would then sell beer or soft drinks directly from their homes. Improving access to products involved elaborate multilevel marketing channels that used the social skills and energy of “bottom of pyramid” (very poor) residents who participated as distributors. A fourth macro-level trend has been that toward trust-based relationship marketing, defined as building, developing and maintaining strong relationships with customers and other stakeholders in order to obtain a high profitability through customer satisfaction (Berry, 1983). The success of the MLM business model as a strategic alternative may thus be linked to the macro-level processes in national and global economies. Discussion and Conclusions Modern versions of direct selling hold the potential to improve lives across the world’s developing economies as the range of products begins to include those that have high social value, such as medicines, hygienic items and communications. Multilevel marketing is an innovation that has become increasingly successful as it has evolved in Western economies to include well-known consumer products (Amway, Tupperware, Mary Kay) but also high-end fashion (J. Hilburn, Etcetera) and even sex toys (Passion Parties). In developing countries, the MLM represents a potentially lucrative channel for traditional companies seeking growth – the flexibility of the channel of distribution, the fact that it relies on existing relationships among potential consumers and distributors, and its ability to reach consumers directly make it a potential tool for economic development. Even still, multilevel marketing carries negative connotations in many marketplaces worldwide. Because MLM participants are technically not employees of their company, “control” over participants is difficult, and continued participation is difficult to maintain. The high degree of commitment and strong organizational culture seem to foster accusations of “cult” behaviors. While there is no question that false product or business opportunity claims may be made – as with any consumer product – academic research tends to suggest that prohibition or strict regulation needs to be carefully weighed against the potential benefits of MLM organizational structures and operations. Multilevel marketing and other direct sales channels of distribution may facilitate economic development, first by employing people who may have little business experience, and second by making products available to consumers in markets where few other retailers may be able to reach. Research also suggests that the MLM business method provides a legitimate alternative strategy to traditional retailing: marketers can get information to consumers in ways that are not feasible using traditional advertising or retail distribution, and person-to-person selling increases the likelihood of customer satisfaction.

Currently, the luxury retail market exceeds one trillion dollars in sales (Aroche, 2015) and is proliferated by the use of celebrities as endorsers and luxury brand ambassadors (Buckley, 2015; Okonkwo 2010). The practice of linking celebrities in luxury brand communications dates back to at least the 1800s and while the successful usage of celebrities is widely documented (e.g., Agrawal & Kamakura, 1995), so too are the stories of catastrophes as a result of celebrity transgression, overshadowing or just poor fit. Even without negative publicity or inappropriate behaviours, the use of a celebrity can still present risks to the luxury brand. For example, where unintended meanings associated with the celebrities are transferred to the luxury brand (Walker & Langmeyer, 1992; Till, 1998) or when the popularity of the celebrity (e.g. Angelina Jolie) overshadows the brand (e.g. St John) (Buckley, 2015; Horwell, 2011; Rossiter & Percy, 1987; Till & Busler, 2000). Overshadowing isn’t the only risk luxury brand managers may encounter when utilising a celebrity to endorse their brand. If, for example, consumers don’t see a match between the brand and the celebrity, or if consumers perceive the celebrity as being irrelevant to the brand, or if the celebrity has lost their appeal and connection with consumers then the celebrity presents a risk for the brand image (Choi & Rifon, 2012; Fleck, Korchia & Le Roy, 2012; Till & Busler, 2000). The choice of the ‘wrong’ celebrity can be an extremely costly mistake, with loss of sales and/or damage to the brand equity and image of the luxury brand being the potential outcome (Carrillat, D’Astous & Lasure, 2013; Folse, Burton & Netemeyer, 2013; Halonen-Knight & Hurmerinta, 2010; Thwaites, Lowe, Monkhouse & Barmes, 2012). Risk reducing strategies and due diligence during the selection process is a lengthy, complicated and complex process (Erdogan, Baker & Tagg, 2001). Luxury brand managers have long called for a more systematic and objective criteria by which to evaluate the potential celebrity risk factors (Okonkwo, 2010; Toncar, Reid, & Anderson, 2007); and this paper takes up that call with three contributions to both the literature and to practice. The first contribution concerns risk reduction strategies and extensions to the current thinking on the celebrity construct (for a thorough discussion on the celebrity construct see Gabler, 2001; Goldman, 2011; Rojek, 2001; Turner, 2004). There is a small stream of research that discusses the non-human celebrity as both a risk reducer for celebrity endorsement and also as an extension of the concept of ‘celebrity’ (e.g., Blewitt, 2013; Callcott & Lee, 1995; Folse et al., 2013; Giles, 2013; Rindova, Pollock & Hayward, 2006). This stream of research is novel and emergent and our work adds to this literature by defending our claim that like firms, animals, mythical beings and fictitious humans, events can also be celebrities. Broadening the conceptualisation of celebrity to apply to more than just real people, allows luxury brand managers to reduce costs, and regain some degree of control over the important image and reputational management of the celebrities with whom they wish to be associated The second contribution is the Celebrity Criterion Checklist, which provides luxury brand managers with a simple, systematic and quick way to determine whether someone or something (an entity) is a celebrity or not (given at least 15 years of debate about the contest term of “celebrity”). The Celebrity Criterion Checklist contains five criterion. If a luxury brand manager finds the entity they are considering fulfils all five criteria, then the brand manager be confident that they are a celebrity. The third contribution is the Celebrity Risk Evaluation Matrix (CREM). The Celebrity Risk Evaluation Matrix (CREM), facilitates higher-ordered assessments of the risk/benefit ratio associated with using different types of celebrities in luxury brand communications in a simple visual representation. Since celebrities are dynamic and have an ongoing narrative, celebrities can and do move between these quadrants and movement will depend on their life-cycle, their behavioural choices, their media presence, their authenticity and their relevance to consumers.

In today’s global marketplace, few consumers would bat an eye at a Central European retailer selling products manufactured in the US from raw materials purchased in Asia and Africa. Recently, Finnish connoisseurs of local craft beer were shocked to discover that even their local microbreweries were getting in on the act, albeit somewhat involuntarily. Strict regulations that govern the sale of alcoholic beverages in Finland essentially prevent the smallest breweries from distributing their products in the local market. Ironically, the only way for these small businesses to reach their local customers is through internationalization – setting up an online store across the border and serving the Finnish market from abroad. Drawing on the context of alcohol policy in Finland as an illustrative example, this study demonstrates how global markets can offer small businesses a way to counter unfavorable or discriminative local public policy. The study also illustrates the potential impact that businesses can have on policy by drawing public attention to its shortcomings, and offers implications for practitioners by highlighting the importance of thorough evaluation of policies for possible inconsistencies and outlining possible indicators that such inconsistencies may be present.

Metal matrix composites(MMC) can obtain mechanical characteristics of application purposes that a single material is difficult to obtain. Al2 O3/AC8A composites were fabricated by low pressure infiltration process. The purpose is establishing the optimal casting conditions for composite preparation under low pressure. It is known the inorganic binder help infiltration. Therefore Al2O3 fiber preform's optimum sinter temperature is 1160℃, added inorganic binder is mixed binder(SiO2 sol:Al2O3 sol=5:2). And three fibers have been compared (Al2O3 80%/SiO2 20%, Al2O3 80%/SiO2 10% and Al2O3 97%/SiO2 3%). Al2O3/AC8A composites was made by each melting temperatures(650℃, 700℃, 750℃) and wear test was performed about effect of temperatures, kind of fiber, matrix and composites, aging time. Wear test is Ball on disk wear test. The resistance increased with the low melting temperature and Al2O3 80%/SiO2 20% fiber.

We report the characterization of a massive (mp = 3:91:4Mjup) microlensing planet (OGLE- 2015-BLG-0954Lb) orbiting an M dwarf host (M = 0:33  0:12M) at a distance toward the Galactic bulge of 0:6+0:4 􀀀0:2 kpc, which is extremely nearby by microlensing standards. The planet-host projected separation is a?  1:2AU. The characterization was made possible by the wide-eld (4 deg2) high cadence (􀀀 = 6 hr􀀀1) monitoring of the Korea Microlensing Telescope Network (KMTNet), which had two of its three telescopes in commissioning operations at the time of the planetary anomaly. The source crossing time t = 16 min is among the shortest ever published. The high-cadence, wide-eld observations that are the hallmark of KMTNet are the only way to routinely capture such short crossings. High-cadence resolution of short caustic crossings will preferentially lead to mass and distance measurements for the lens. This is because the short crossing time typically implies a nearby lens, which enables the measurement of additional eects (bright lens and/or microlens parallax). When combined with the measured crossing time, these eects can yield planet/host masses and distance.

1990년대 이후 전 세계적으로 설립 직후부터 해외시장 진출을 모색하는 국제신생벤처기업들이 늘어나고 있는 추세를 보이고 있는데, 이러한 진출과 관련된 많은 연구들을 살펴보면 대부분 자원기반관점(resource-based view, RBV)을 바탕으로 한 국제기업가정신에서 그 원인을 찾고 있다. 그러나 국제기업가정신의 구성요인들은 개인의 역량관점과 조직역량관점에서 연구자마다 다양하게 제시되고 있다. 이에 본 연구는 국제기업가정신의 구 성요인을 개인의 역량이 아닌 조직문화적 차원에서의 조직역량으로써 국제기업가정신 개념의 차원을 규명하고자 하였다. 즉, 본 연구에서는 기존 국제신생벤처기업의 Zhang, Tansuhaj와 McCullough(2009)와 Dimitratos, Voudouris, Plakoyiannaki와 Nakos(2012)의 연구에서 공통적으로 제시한 속성들을 바탕으로 국제기업가정 신을 기업의 조직문화적인 측면에서 2차요인으로 정의하여 국제위험감수성/혁신지향성, 국제시장지향성, 국제학 습지향성, 국제동기, 그리고 국제경험 등으로 살펴보았다. 또한 이러한 국제기업가정신이 기술지식 향상과 해외시 장 지식습득 및 해외진출 성과에 미치는 영향 정도를 실증적으로 분석하고자 하였다. 이를 위해 설립 후 5년 이 내에 해외시장에 진출한 147개의 국내 국제신생벤처기업을 대상으로 조사하였으며, SPSS(18.0 version)과 AMOS(18.0 version)을 사용하여 확인적 요인분석과 구조모형분석을 통해 변수들 간의 인과관계를 분석하였다. 분석결과, 국제기업가정신은 다섯 개의 1차요인으로 구성되어 있는 것으로 나타났다. 또한 국제기업가정신은 기 술지식 향상과 해외시장 지식습득에 긍정적인 영향을 미쳤으며, 기술지식 향상과 해외시장 지식습득은 해외진출 성과에 긍정적인 영향을 미치는 것으로 확인되었다. 한편, 국제기업가정신이 해외진출 성과에는 직접적인 영향을 미치지 않는 것으로 확인되었다. 이상의 연구결과는 자원이 부족한 국내의 국제신생벤처기업의 국제화와 경영성 과에 있어 이론적, 실무적 시사점을 제공할 것으로 기대된다.

다국적기업 자회사의 경쟁력을 좌우하는 중요 요인 중의 하나가 R&D 활동 수준이다. 최근까지 다국적기업 자 회사가 현지 시장에서 수행하는 R&D 관련 활동에 대한 연구는 자료 수집의 한계로 인해 매우 제한적이었다. 본 연구에서는 다국적기업 자회사가 위치하고 있는 현지국의 산업 기술 수준관련 요인들이 그 자회사의 R&D 활동 수준에 미치는 영향을 분석하고자 한다. 국내에 진출해 있는 131개 해외 자회사들을 대상으로 설문조사를 통해 분석하였다. 실증분석 결과, 현지국의 기술변화 속도와 다국적기업이 협력 가능한 연구기관의 수가 유의한 영향을 미치는 것으로 나타났다. 또한 다국 적기업 본사와 현지 자회사 간에 이루어지는 활발한 자원 공유가 유의한 영향을 미치는 것으로 조사되었다. 이는 국내 시장 내 해외자회사를 대상으로 한 실증 분석에서 R&D 활동 수준에 영향을 미치는 중요 요인을 확인하였 다는 점에서 그 의의가 있다.

유리알락하늘소(ALB; Anoplophora glabripennis) 및 알락하늘소(CLB; A. chinensis)는 동북아시아로부터 북미 및 유럽으로 침입한 해충으로 북미지역에서 도심 가로수 및 산림에 심각한 위협을 주고 있다. 이들 알락하늘소류에 대한 전문적인 기생천적을 탐색하기 위해 2014년부터 2015년 현재까지 전남 고흥, 순천, 경남 김해, 울산, 경기 포천, 강원 인제에서 산란 받은 Sentinel log를 이용하여 알 및 유충에 기생하는 천적을 조사하였다. 그 결과, 2014년 경기 포천에서 CLB 1령 유충의 외부기생벌인 고치벌 일종Spathius sp., 2015년 전남 순천에서 CLB 1령 유충의 외부기생벌인 개미침벌(Sclerodermus harmandi), 울산에서 ALB 알의 내부기생벌인 좀벌 일종Aprostocetus sp.가 확인되었다. 이 중 개미침벌은 이미 중국에서 대량방사하여 이용되고 있으나 기주특이성이 없어 알락하늘소류의 전문적인 기생천적으로써 효과가 없을 것으로 판단되며, 앞으로 본 조사에서 채집된 고치벌 일종인 Spathius sp.와 좀벌 일종인 Aprostocetus sp.에 대하여 알락하늘소류의 전문적인 기생천적 여부를 확인할 계획이다.

Astronomical outreach activities for the general public who are unfamiliar to astronomy is a challenging task. It requires creative thinking to solve the problem. The amateur astronomical clubs in a number of cities in Indonesia routinely schedule observations at public parks. The interaction between these clubs and formal education institutions is established by face to face interaction and assisted by social media. The physics teachers who took astronomy courses in university are potential resources to enlarge the outreach scope by creating astronomical clubs as an extracurricular activity. Recent progressive trends in astronomy dissemination for the disabled are also a great opportunity to assist the disabled in experiencing hands-on activities based on formal and informal education.

Polarbear is a ground-based experiment located in the Atacama desert of northern Chile. The experiment is designed to measure the Cosmic Microwave Background B-mode polarization at several arcminute resolution. The CMB B-mode polarization on degree angular scales is a unique signature of primordial gravitational waves from cosmic in ation and B-mode signal on sub-degree scales is induced by the gravitational lensing from large-scale structure. Science observations began in early 2012 with an array of 1,274 polarization sensitive antenna-couple Transition Edge Sensor (TES) bolometers at 150 GHz. We published the first CMB-only measurement of the B-mode polarization on sub-degree scales induced by gravitational lensing in December 2013 followed by the first measurement of the B-mode power spectrum on those scales in March 2014. In this proceedings, we review the physics of CMB B-modes and then describe the Polarbear experiment, observations, and recent results.