There are a variety of ways to transfer the tacit knowledge within an enterprise, and job rotation is one of the effective tools. This article reveals the three-stage process enterprises transferring the tacit knowledge by implementing job rotation, and analyses the efficiency of tacit knowledge transferring among individuals in different job rotation situations, as well as the mechanism of knowledge transforming from individual knowledge to job knowledge. At last, a mechanism to manage tacit knowledge transferring by implementing job rotation is constructed, including specific targeting sub-mechanism, dynamic sub-mechanism and feedback sub-mechanism. This article will help companies control the job rotation process, optimize the management of tacit knowledge, and achieve the organization's strategy objectives.

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This paper presents a dynamic range (DR) enhanced readout technique with a two-step time-to-digital converter (TDC) for high speed linear CMOS image sensors. A multi-capacitor and self-regulated capacitive trans-impedance amplifier (CTIA) structure is employed to extend the dynamic range. The gain of the CTIA is auto adjusted by switching different capacitors to the integration node asynchronously according to the output voltage. A column-parallel ADC based on a two-step TDC is utilized to improve the conversion rate. The conversion is divided into coarse phase and fine phase. An error calibration scheme is also proposed to correct quantization errors caused by propagation delay skew within −Tclk~+Tclk. A linear CMOS image sensor pixel array is designed in the 0.13 μm CMOS process to verify this DR-enhanced high speed readout technique. The post simulation results indicate that the dynamic range of readout circuit is 99.02 dB and the ADC achieves 60.22 dB SNDR and 9.71 bit ENOB at a conversion rate of 2 MS/s after calibration, with 14.04 dB and 2.4 bit improvement, compared with SNDR and ENOB of that without calibration.

The essence of business is value exchange. Customers are the foundation of enterprises; enterprise value comes from customer equity fundamentally. Increasing enterprise value pays attention to excavating customer equity fully and enlarging customer equity continuously. The interaction between consumers and suppliers is promoted by the change of customer role, diversified market needs and development of IT. Customer equity is increasingly influenced by customer participation. This study builds theoretical analyzing framework of customer participation, perceived control and customer equity, and collects samples from financial industry. It verifies the theoretical model and hypotheses based on data analysis through SPSS 19.0 and Amos 21.0. The result shows that customer participation has positive effect on customer equity, and perceived control has partial mediating effect between them. the network of business environment, collect network resources and realize value proposition with various stakeholders, especially customers. The potential and importance of partnership are highlighted [1].MTO manufacturing and customized service are popular today, and the demand for personalization and diversification is increasingly prominent. Enterprises obtain customer resources through customer information research and coding. This process will be limited by technology and privacy protection, resulting in leakage of information. It is difficult for enterprises to predict and meet customer needs. The status of customers in consumption changes from passive to active. Customers begin to participate in the production and delivery of products and services and interact with suppliers, and become part-time em-

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