Yield tests were made for fresh and air-dried stems, leaves and heads in 385 varieties of "Wangul" which contalns two specres Cyperus Iwasakii M. and C. glomeratus L. collected from all the parts in Korea. Then the examination was carried out to know how much the air-dried fiber and pith could be produced from the green stems of several varieties. As the result, the yielding differences between the two species and among the varieties in them were shown clearly.

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朝鮮に栽培されている作物名としての莞草(ワングル)に含まれる種は，C.IwasakiiM、と，C.glomeratusL.との2種にして，大多数の品種がC.IwasakiiM.に属し，極少数の品種がC.glomeratusに属することが明らかになった。

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The purpose of this paper is to clarify the historical peculiarity of the broadcasting business in Manchuria (the broadcasting section of the Manchurian Telephone and Telegram Company, MTT), and to evaluate one of MTT's operations: broadcasting advertisement. Moreover, I examine the relationship between the experience of the broadcasting business in Manchuria and the commercial broadcasting business in postwar Japan, from the point of careers of former staff members of MTT. At the stage of business planning, the parties concerned discussed the principal management and revenue of the broadcasting business, and initially they intended to use the revenue of broadcasting advertisements as the main source of funding for the broadcasting business. However, after discussion, they decided that MTT should manage the broadcasting business primarily through the electro-communication business, such as telephone and telegram. Consequently, the main source of revenue of the broadcasting business was replaced by communications fees. The Japanese army (Kantogun) controlled MTT, which was founded in 1933, and made it expand the broadcasting networks and facilities in Manchuria. Under these conditions, MTT broadcasted different contents in different languages, worked on broadcasting advertisements to make up for the budget deficit of the broadcasting business, and attempted to increase the broadcasting market by selling radio sets. However, this last measure was not very effective; listeners were primarily limited to urban areas, and many people, especially in rural areas, were left behind. In addition, by analyzing the accounting results of MTT's business, it is obvious that the broadcasting advertisements were on a small scale, and could not contribute much to the profits of the broadcasting business. After the Asia-Pacific war, many of the former staff members of MTT played important roles in the industrialization of the commercial broadcasting business in Japan. Thus, it is likely that the experience of the broadcasting business in Manchuria played an important role in producing human resources for the commercial broadcasting business in postwar Japan, rather than functioning as a prototype business model.

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The aim of this paper is to analyze how a mass production and distribution system for radio sets was built up and developed in prewar Japan. The companies that succeeded in building up the system would become the giant consumer electrical appliance companies after the war.
The building up of the system was not easy for the companies, because the radio industry was comprised of many small companies, whose behavior tended to be opportunistic. Especially, distribution was in a state of disorder.
Hayakawa (later Sharp) and Matsushita, whose sets were very successful, invested heavily in plants and introduced scientific management into the plants. Hayakawa was the first to introduce a belt conveyor system and Matsushita, partly influenced by the introduction of Hayakawa, followed close behind. In order to keep product quality, they had to integrate parts production.
Both companies also tried to regulate the distribution system by establishing agencies, hopefully exclusive ones, to which retail stores were assigned. In pursuing this, they interacted with each other.
In the long run, Matsushita was the best in building up a mass production and distribution system. It is also clear, however, that this institutional innovation was not a product of a company's originality but that of interaction of the companies.

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