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아쿠츠 히로야스(阿久津 博康,Hiroyasu AKUTSU) 신아시아연구소(구 신아세아질서연구회) 2009 신아세아 Vol.16 No.3
본고는 북한의 군사적 모험주의와 다양한 도발 행위에 대한 일본의 대응과 최근 북한의 탄도 미사일 발사와 핵 실험 단행에 대한 일본의 조치를 확인하는 동시에, 일본 정부가 8월 30일 총선거를 앞두고 발표한 안전보장과 방위력에 관한 간담회 제언, 주요 정당의 매니페스토(manifesto/정책공약) 등에 표명된 정책안을 분석하였다. 이를 통해서 1) 북한의 군사적 모험주의에 대한 일본의 대응이 탄도 미사일 방위를 중심으로 한 거부적 억제의 강화가 중심이고, 징벌적 억제에 대해서는 미국에 의존하는 동시에 비군사적인 무역 ․금융제재가 중심인 점, 2) 북한의 핵 ․미사일의 위협이 증대하는 현재에도 이러한 기존의 조치를 강화하는 한편, 독자적인 타격능력을 포함하는 징벌적 억제 능력의 향상에 대한 제안도 부상하고 있는 것을 확인할 수 있다. 하지만 민주당을 중심으로 한 새 연립 정권 내부의 의견 차이로 인해 거부적 ․징벌적 억제를 통한 대 북한 정책이 즉시 이행될 것인가는 의문시된다. This essay briefly reviews Japan’s response to North Korea’s military adventurism with focus on the North’s most recent ballistic missile launch and nuclear test. The essay first confirms Japan’s policy toward North Korea as a “dialogue and deterrence”-based principle with the objective of “comprehensive solution of the North Korean abduction, nuclear, and missile issues” and then takes a particular look at the deterrence side. The essay points out that Japan’s measures have mainly been focused on denial deterrence capabilities involving ballistic missile defense and maritime security and fully depended on the US, Japan’s only formal ally, and also on non-military trade and financial restrictions or sanctions for punitive deterrence against North Korea’s provocations. By analyzing the Japan’s response to the North’s long-range ballistic missile launch on April 5 and nuclear test on May 25 and also by analyzing policy proposals from Prime Minister’s security advisory group and major political parties including the new ruling coalition parties, the essay concludes that arguments have emerged for strengthening Japan’s own punitive deterrence capabilities in restrained manners but that divergent policy preferences within the new coalition government would likely restrain those arguments from becoming actual policies in the near future.
Vibration isolation system with a compact damping system for power recycling mirrors of KAGRA
Akiyama, Y,Akutsu, T,Ando, M,Arai, K,Arai, Y,Araki, S,Araya, A,Aritomi, N,Asada, H,Aso, Y,Bae, S,Baiotti, L,Barton, M A,Cannon, K,Capocasa, E,Chen, C-S,Chiu, T-W,Cho, K,Chu, Y-K,Craig, K,Dattilo, V,Do Institute of Physics 2019 Classical and quantum gravity Vol.36 No.9
<P>A vibration isolation system called the Type-Bp system used for power recycling mirrors has been developed for KAGRA, the interferometric gravitational-wave observatory in Japan. A suspension of the Type-Bp system passively isolates an optic from seismic vibration using three main pendulum stages equipped with two vertical vibration isolation systems. A compact reaction mass around each of the main stages allows for achieving sufficient damping performance with a simple feedback as well as vibration isolation ratio. Three Type-Bp systems were installed in KAGRA, and were proved to satisfy the requirements on the damping performance, and also on estimated residual displacement of the optics.</P>
BICULTURAL BRAND PERSONALITY MODEL: A CASE OF JAPAN AND THE U.S.
Satoko Suzuki,Satoshi Akutsu,Mayomi Haga 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07
This research was conducted to develop a brand personality model that could be used to measure and compare the brand personality of a same brand across cultures. The results suggest that for West (the U.S.) and East (Japan), the bicultural BPD have five distinct dimensions of Sincerity, Sophistication, Ruggedness, Excitement, and Peacefulness, represented by the 15 attributes (wholesome, warm, kind, upper-class, elegant, romantic, masculine, tough, rugged, trendy, exciting, imaginative, shy, na?ve, and childlike). The results show that many global brands have different brand personality perceptions across cultures. Only four (Levi’s, Nintendo DS, Shell, and Visa) out of 21 global brands had the same brand personality perceptions in two cultures. These results may be inconsistent with the definition of global brands—brands whose positioning, advertising strategy, personality, look, and feel are same or at least similar from one country to another. However, the results confirm the findings of Aaker et al. (2001) that brands have culturally specific meaning. The results also confirm the “the lure of global branding”—the goal of developing one strong global brand is often unrealistic (Aaker & Joachimsthaler, 1999). Still, in the business world, many companies are trying to globalize their own brands in order to enjoy the high economies of scale. Hence, it is important for the business managers to be able to measure the results of their global branding efforts. This research provides a tool, the bicultural brand personality model, the managers could use to measure their global brands in Western and Eastern cultures, and understand the similarity and differences across two cultures.