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Thermal management under high heat flux is crucial to developing high‐power light‐emitting diode (LED) applications. The purpose of this paper is to propose an efficient thermal dissipation technique for an LED back light unit (BLU) system.

A typical BLU system includes an LED package (GaN on sapphire, cathode/anode, silicone encapsulant, resin plus phosphor) on a printed circuit board (PCB), a light guide panel, and an aluminum cover frame. The temperature distribution of this system has been simulated and the thermal behavior within a 3D model has been investigated using a commercial computational fluid dynamic code (FLUENT 6.3).

The authors examined the heat‐spreading effect of cover lengths ranging from 6 to 300 mm and also observed the effect of back cover thickness on the junction temperature and cover frame temperature and investigated the influence of the air gap between the package and the cover frame. Removing the air gap lowers the maximum temperature by about 6 percent. It was found that the addition of a copper layer covering the external surfaces of the LED chip enhanced the cooling efficiency. Finally, the maximum junction temperature can be decreased by more than 21 percent in the range of parameters considered by removing the air gap, adding a heat spreader, and using a thick cover frame.

In this paper, thermal management for efficient heat spreading through a typical BLU system without using any additional devices is investigated. Several parameters that increase the system's temperature are examined, and a combination of design features that attenuate the junction temperature is proposed.

The electronics industry is a key industry in South Korea. To improve efficiency and maintain a competitive edge in fast-paced technological age it is critical to synchronize production supply with market demand. This paper focuses on the strategies which make the “just in time” production system within the electronic supply chain. The presented case study of Samsung Electronics Thin Film Transistor-Liquid Crystal Display (TFT-LCD) Inbound Logistics provides a solid example of process integration in the areas of: packaging, transportation and information sharing. The problems faced by Samsung Electronics in the early 2000’s were a direct result of an imbalance between increased traffic/demand and existing production capacity. The most detrimental of these problems caused delays in supply, shortage of space in the hub center and the bottlenecking of supply transportation. This paper demonstrates how Samsung Electronics reexamined and systematically streamlined their existing processes and how they successfully integrated “lean thinking” strategies to all areas of TFT-LCD production. As a result of the integration of these strategies, Samsung Electronics began using a line-to-line packing system which focused on packing items in a group using a standardized, returnable packing system. Additionally, they opted to replace their paper invoice system for an improved transportation system through which a data could reflect flows of information and materials in real time. The integration of these strategies gave Samsung Electronics a new approach to TFT-LCD Inbound Logistics which allowed them to overcome their dilemmas and resulted in successful outcomes, decreased lead times, higher quality products and an reduction in total costs.

This paper aims to answer two research questions: what latecomer advantages and disadvantages they had, and what strategies they employed to utilize the advantages or to surmount the disadvantages.

After reviews of the literatures on latecomers' characteristics and the notable rise of Taiwanese thin‐film transistor liquid crystal display (TFT‐LCD) panel manufacturers in the global manufacturing contexts, this research project combined secondary industrial sector data analysis and individual company case study (AUO Ltd) approaches in order to build a conceptual framework and identify latecomers' (dis)advantages.

This paper advances the existing literature on latecomer advantages and disadvantages by reviewing the spectacular rise of Taiwanese TFT‐LCD panel manufacturers and reveals the importance of some unexplored source of latecomer advantage such as the competition dynamics which is proved to be vital for Taiwanese firms to successfully penetrate into the market. The paper finds the influence of technological regime and argues that the incremental technological advance rather than radical innovation provides latecomers with opportunity to utilize the learning curve effect. It has also discovered new forms of latecomer advantages, for example the free‐rider effect of improved equipment due to suppliers' own learning curve. This paper illustrates the necessity of adequate exploration on technology and product features to understand firms' strategic behaviors. Moreover, the subtle tactics found in this case study may enlighten other latecomers.

The study leaves a number of questions unanswered which warrant more attention. First, the theoretical arguments and experiences from this single case are not easily extendable to the other industries. Broader investigation should be helpful to discover the mechanism between latecomer advantage, strategy and performance. Second, the study of latecomer (dis)advantages and strategies should take the firm features into account to get a whole picture. Third, the examination of interactions between latecomer (dis)advantages and more detailed analytical framework are needed.

Although latecomers' characteristics and strategies have been discussed for many years since Asia economy emerged, TFT‐LCD industry is a relatively new and fast growing industry. How can a latecomer play an important role in emerging industry growing phase? This is novel in contrast with classical latecomer's model in established industry.

The purpose of this paper is to identify what kind of supply chain integration strategies can support TFT‐LCD manufacturers seeking to break through the cost constraints and complex co‐operation relationships between manufacturers, suppliers and set plants/distributors, and further satisfy the market requirements in terms of cost, quality, delivery, and flexibility.

The paper encompasses in‐depth interviews with 20 TFT‐LCD industry executives in three of the largest Taiwan TFT‐LCD manufacturing firms.

Several different supply chain integration strategies have been identified for operational‐level improvement of TFT‐LCD manufacturing, including direct or indirect investment in suppliers; “made in‐house” and “made by resident suppliers” arrangements, “quasi‐cluster” formation, and new module assembly line set‐up at set plant.

This study involves only three multinational corporations of Taiwanese origin.

Based on the analysis of the TFT‐LCD supply chain structure, the strategic fit of supply chain integration leads to the improvement of TFT‐LCD manufacturers' capability to satisfy customer requirements and then attain competitive advantage. Their experience provides guidance for other hi‐tech industries.

The paper provides insights into the strategic formulation of supply chain integration in the real world of the TFT‐LCD industry and identifies directions for further empirical research.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.