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The .edata section is a list of the functions and data that the PE file exports for use by other modules. Its NE file equivalent is the combination of the entry table, the resident names table, and the nonresident names table. Unlike in Winl6, there's seldom a reason to export anything from an EXE file, so you usually see only .edata sections in DLLs. The exception to this is EXEs produced by Borland C++, which always appear to export a function (__GetExceptDLLinfo) for internal use by the runtime library. The format of the exports table is discussed in the "PE File Exports" section later in this chapter. When using Microsoft tools, the data in the .edata section comes to the PE file via the .EXP file. Put another way, the linker doesn't generate this information on its own. Instead, it relies on the library manager (LIB32) to scan the OBJ files and create the .EXP file that the linker adds to its list of modules to link. Yes, that's right! Those pesky .EXP files are really just OBJ files with a different extension. You can see the functions exported via an .EXP by using the PEDUMP program (presented later in this chapter) with the/S (show symbol table) option.

Students of networking often get confused when using Boolean logic, perhaps because it is an intangible concept and networking people like concrete, physical things, such as cables and routers. In actuality, Boolean logic is not ethereal, and, in fact, it was the basis for the original switches that were used to build computers. (In this case, we are not using the term switch to mean a data link layer interconnect device, but rather a device in an electrical circuit that is either closed, and thus allows current to flow, or is open and does not allow current to flow.) Claude Shannon, who passed away in February 2001, had the cleanest and most practical way of describing Boolean logic of any method we have seen. This makes sense, as Shannon invented information theory and was the father of the Information Age. Shannon showed that multiple switches connected in circuits can carry out the operations of Boolean logic. If you line up two switches in series, they embody the Boolean AND operation. Current can flow through the circuit only if both switches are closed, as shown in Figure 7.14. Both values for circuit flow need to be 1 (true) for the result to be 1 (true).

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Employees in a nancial services team may be required to rotate through a number of positions within the team, and to check each other s work Other forms of interdependence can be designed into the team environment Campion et al (1993) refers to two such forms of interdependence as goal interdependence and interdependent feedback and rewards Goal interdependence is the degree to which a team shares a clear engaging direction, a common sense of purpose (Wageman, 1997) As noted by Campion et al (1993), the evidence relating group goals to effectiveness is less rm than it is at the individual level nevertheless, studies do show that such a relationship exists (Hollensbe & Guthrie, 2000; O Leary-Kelly, Martocchio & Frink, 1994; Sawyer et al, 1999).

demonstrates that motes with relatively low cost are able to help protect expensive machinery (Steel, 2005). Wireless sensor networks could be integrated into other networks, such as Internet and 3G networks. A video surveillance system which is composed of 3G, Internet, and WSNs was studied in Tso et al. (2007). The system consists of ve components: a sensor network with a sink, a 3G phone-controlled patrol robot, a 3G handset, a laptop connected to the Internet, and a central gateway. The sensor network is used to detect abnormal events or intruders and report the sensing data to the central gateway via the sink. The central gateway analyzes the data and, if necessary, automatically sends an SMS noti cation to a user. The user can dial and instruct the robot to patrol on-site at a speci c location to retrieve the real-time video via a 3G phone or Laptop. In the experiment, four sensors are deployed in the corners of the inspected room. The abnormal event is arti cially set to the change of light intensity.

One particularly problematic question in the HR practice rm performance relationship is pinpointing the causal direction. To date, all of the theoretical (cf. Figure 16.2) and empirical examinations of this relationship within the SHRM literature have assumed that the outcomes of rm performance are in some way in uenced by HR practices. However, two alternative hypotheses must be considered in future research in order to determine the exact causal direction. First, the reverse causation hypothesis would posit that as rms become more profitable, they invest in HR practices. These investments could stem from the belief that the practices will further increase performance, or they could stem from a simple wealth distribution process. In the rst case, no requirement exists that the HR practices do, in fact, impact rm performance; only that decision-makers hold such a belief. In the second case, it may simply be that employees share of increasing wealth is redistributed to them through increased pay, training, participation opportunities, etc. This could either be through benevolent management or through a process of bargaining. For instance, Cappelli & Neumark s

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