Search results

THE performance of an aeroplane is largely determined by certain general characteristics—such, for instance, as its power and surface loadings, etc.—from a knowledge of which an approximate estimate of its performance can be made. Such an estimate is generally effected by the use of a “general curve” connecting the performance with the determining characteristics.. On this curve are represented known performances of a number of different types of aircraft, which are useful when making an estimate, and may be regarded as a comparative means of allowing for the factors not taken into account in the curve.

Example 4 A COMMERCIAL aircraft is to be designed whose Absolute Ceiling must not be less than 12,500 ft. The machine is to be a biplane and both wings are to have the same span, which is 48 ft., the gap being 8 ft. However, the possibility of utilising existing stock, and thereby reducing design and manufacturing costs, make it desirable to use a gap of 5 ft. 4 in. What will be the effect of this change on pay load and maximum speed ? (We shall assume the wing structure in each case to be the same weight, which is a fair assumption since it means that with the small gap machine the saving of weight on strut length and cross section is approximately equal to the increased weight of spars necessary to deal with the higher end loads.)

PART II.—PERFORMANCE ESTIMATION (a) Absolute Ceiling.—This will be dealt with first, as it is, in many respects, the most fundamental and the easiest to deal with of all items of aircraft performance, being a simple function of Z only.

PART III.—EFFECT UPON PERFORMANCE OF SMALL CHANGES IN THE FUNDAMENTAL CHARACTERISTICS WE have seen in Part II that all sections of aircraft performance (except stalling speed), are functions of the above five characteristics. It is now proposed to consider the effect of small changes in these. This is a very practical problem and one which is frequently cropping up. For instance, suppose that the rate of climb of an aircraft when loaded to a certain weight just fails to comply with some requirement it is very useful to be able to see almost at a glance by how much its total weight must be reduced, its b.h.p. increased, or any other determining characteristic changed, in order that the aircraft shall satisfy the requirement.

States that the choice of a store’s location is considered to be the single most important decision a retail organization has to make, and that location is seen as a critical factor of success. Reviews the literature on store location models and how grocery retailers in the UK assess store location sites in terms of site potential and the location models that they apply to these potential sites. Also develops and highlights issues of the use of existing store location models to geographical areas of Eastern and Central Europe.

Mr N. McPherson, General Manager, has been appointed a Director of Aluminium Corporation Ltd, which is a subsidiary of the British Aluminium Company Limited, of Norfolk House, St. James's Square, S.W.I.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

We review our work as collaborators over nearly 40 years as researchers and OD practitioners on the human, cultural, and organizational aspects of mergers and acquisitions (M&A). This chapter addresses (1) how our thinking, research methods, and practices developed over time, (2) accounts of deriving theory from practice and contrariwise of applying theory to practical matters, (3) how our respective shifts from academe toward scholarly-practice influenced our thinking and how we write, and (4) varieties of scholarly collaboration – ranging from intensive interchange to sequential pitch and catch. Early work covers a study of a “white-knight” acquisition and then advising on post-merger integration in a hostile takeover, revealing the stages of a deal, dynamics of buyers and sellers, and human factors that produce the “merger syndrome.”

Throughout we talk about confronting challenges of the scholar-practitioner divide as it pertains to role definition and boundary management as well to our theorizing, writing, and publication agenda. The chapter concludes with reflections on doing applied research in collaboration with a colleague (and friend).

The purpose of this literature review is to reorient empirical research on the causal links between corporate ecological sustainability (CES) and corporate financial performance (CFP). Toward this end, we summarize the findings of four meta-analyses (conducted between 2012 and 2016), which indicate that there is, on average, a small positive association between CES and CFP. In addition, these empirical associations seem to be contingent on the firm’s strategic approach with regard to ecological sustainability (e.g., proactive vs reactive approach) and on the operationalization of both constructs. We conclude that future research may benefit from an even more explicit, analytic shift to the circumstances under which it pays for firms to go green. The main research limitations we point out are model misspecifications, endogeneity, and problems in the measurement of both CES and CFP.