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The first compressible flow solution based solely on the locally analytical method is developed. This is accomplished by developing the flow model and locally analytical solution for inviscid subsonic compressible flow. The stream function for irrotational, compressible flow without body forces was chosen as the governing differential equation. To demonstrate the modelling and locally analytical solution, this analysis is then applied to predict the flow in convergent nozzles, both planar and axially symmetric, for different back pressures. Results are presented which demonstrate the effectiveness of this technique.

Entrepreneurship is increasingly recognized as vital for economies to grow and survive in an increasingly competitive world. Studying the critical success factors of entrepreneurial activity is and will continue to be a primary scholarly interest. Factors that have been identified in current times as critical to the success of entrepreneurs can even be seen in the actions of an entrepreneur in nineteenth‐century America. This paper seeks to use historical evidence about the career of Henry B. Plant to illustrate the application of those key factors and to expand knowledge of customer networks in entrepreneurial success.

The recent Kauffman study of successful entrepreneurs identifies 12 characteristics that are associated with their success. Clustered into three groupings in descending order of importance they are: work experience and previous success, management team, and luck; professional and personal networks, university education, and availability of venture capital funding; geographic location, advice from investors, alumni networks, and state and/or regional assistance. Consequently, this article examines the career of Henry B. Plant to provide additional historical evidence for the Kauffman study's classification of critical characteristics of successful entrepreneurs. Moreover, it illustrates the value of strong ties in a customers network as a valued resource for entrepreneurs.

Henry B. Plant was an entrepreneurial pioneer and a visionary leader. Singlehandedly, he made Tampa, Florida by building the railroad to it. His strategy of opening up the state with an integrated rail and ship system necessitated thinking through the interconnections of different modes of transportation, tying together schedules, and making it possible to move people and goods from New York to Havana. By examining Henry B. Plant examples of how he used key success factors, similar to those in Kauffman's study, to create and develop his entrepreneurial efforts can be found. Moreover, his ability to create strong ties with his customer network created a valuable and unique resource in his entrepreneurial success.

While many studies of entrepreneurs focus on the twentieth and twenty‐first centuries, an example from the nineteenth century remains of value in understanding the key drivers of entrepreneurial success. This is particularly true for Plant who showed that by carefully creating and maintaining strong ties with a customer network he could provide his enterprise with a valuable and unique resource that was a major contributor to his success as an entrepreneur.

Academicians and practitioners alike recognise that logistics services and operating systems are an integral part of the overall marketing strategy of firms. Consequently, there is a need for an ongoing, interactive review of actual logistics system performance, so that firms can achieve operating systems improvements as well as select and implement the most profitable corporate strategies.

This chapter introduces the concept of the Shared Mobility Services Agency for the planning and managing of collective transport services at urban and regional level.

Building on previous work which established the concept of the Flexible Transport Service (FTS) Agency as a single co-ordination centre for different flexible services, this chapter extends the concept to consolidate the role of the Agency as a Shared Mobility Centre, including the integration of different on-demand or New Mobility Services and the co-ordination of different key actors in a co-modal approach. Specific attention is given to the enabling information and communication technology (ICT) architecture and standards and to the actions needed for consolidating the Agency’s role.

Findings indicate the fundamental role of the Public Transport Authority (local or regional) to enable the implementation of the concept. Priorities include: recognizing the Agency as an added value service for the area; supporting possible interaction/synergy among different Dispatch Centres and/or with other paratransit services; and defining a specific set of indicators measuring the quality and quantitative of service that are different from those of the conventional transport service.

In a time when household and public expenditure are under pressure, coupled with rapid technology progress (especially enhanced connectivity) the shared mobility services Agency offers a co-ordinated solution to planning and managing collective transport services, including New Mobility Services (represented by recent solutions like Uber, Sidecar, Lyft and BlaBlaCar) which are not yet integrated with traditional transport services.

The purpose of this paper is to describe why and how Contra Costa County Library is using two‐dimensional barcodes called (QR, quick response) codes and a mobile patron support system to deliver library service to mobile phone users through a service called “Snap & Go”.

The paper finds that case study to review the process of defining and delivering mobile library service through the use of QR codes.

QR codes provide a quick and easy way for library patrons with mobile phones to access relevant information and service both inside the library and out in the community.

The paper discusses one library's initiative to pilot the use of QR codes to deliver mobile library service.

This paper aims to examine the evolution in the quality of integrated reporting disclosures using the International Integrated Reporting Council’s (IIRC) seven guiding principles and the evolution of sustainable development goal (SDG) disclosures of a New Zealand company following its voluntary replacement of sustainability reports with integrated reports in 2014, to determine whether these disclosures are ceremonial or substantive.

Longitudinal qualitative content analysis of the case company’s 2014 to 2022 integrated reports was conducted using Ahmed Haji and Anifowose’s (2016) research instrument amended in line with the IIRC2021framework’s guiding principles and extending it to include the United Nations’ SDGs.

Disclosure progressively evolved from initially being ceremonial in 2014 for integrated reporting and in 2015 for the SDGs to being substantive for both by 2022.

This study showcases substantive and transparent disclosure and provides insights into corporate responses to SDGs. It urges managers to provide company-specific disclosures to mitigate concerns about the lack of transparency.

Poor reporting about SDGs may lead to potential conflicts with stakeholders. The findings show that integrated reporting is a useful corporate reporting tool to enhance transparency and enable stakeholders to better understand organisations’ engagement with the SDGs.

To the best of the authors’ knowledge, this is the first study to present an empirical account of integrated reporting and SDG disclosure over time in an environment where integrated reporting has been adopted voluntarily. This paper delves into the substance of integrated reports and contributes to the academic debate on the quality of integrated reporting practice.

The Defectometer 2.837 is a new, high frequency eddy current‐testing system especially suitable for maintenance testing on aircraft. Other areas of applications include the defect testing of metal components, after production for example, or the rechecking of findings determined with other testing processes.

The purpose of this paper is to analyse the importance of innovation in the industry; factors that condition technological competitiveness at Magneti Marelli Controle Motor; analyse the risks and opportunities involved in the process of diffusion and management of flexfuel technology.

The methodological approach was qualitative/descriptive case study, supported by the theoretical framework on risk analysis and strategic analysis.

In a Brazilian market context, new technologies need to make cars more competitive in cost/price terms. Magneti Marelli had an innovative and important role in the development and implementation of this technology. Thus, it achieved a higher share of market and recognition of its entrepreneurial character.

There are few academic papers that relate the topics risk, strategy and Innovation. Moreover, the paper reports a successful case of Brazilian innovation in the global automotive industry.