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With increased crude oil prices, railroad is emerging as a cheaper alternative to trucks and other less fuel efficient modes of transportation. As a result, with increase in crude oil price, while other modes of transportation have suffered economic slump, railroad industry is thriving with every company reporting an increase in revenue and profits. In this study, we analyze the performance of seven North American Class I freight railroads. In this chapter, we illustrate the use of data envelopment analysis (DEA), an operations research technique, to analyze the financial performance of the U.S. railroad industry by benchmarking a set of financial ratios of a firm against its peers. DEA clearly brings out the firms that are operating more efficiently in comparison with other firms in the industry and points out the areas in which poorly performing firms need to improve.

We identify three key areas of change in the context of professional services. First, is the increasing demographic diversity and growing income inequality within professions; second, is the emergence of neo-liberal ideologies that challenge traditional professional norms; third, is the emergence of management consulting as a distinct occupational group with professional aspirations. We argue that these trends have produced an environment in which the delivery of professional business services has become disembedded from its institutional context of professionalism. We speculate about the possibility of the re-emergence of professionalism as a distinct logic of authority and control for professional service organizations.

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).