Search results

DURING the past 40‐odd years or so, a number of experimental aeroplane types have been invented, visualized, designed, constructed and even flown which, in a quite unorthodox manner, had neither behind the wing nor in front of it any sort of stabilizing and/or controlling surfaces.

The statements which have recently been made in various quarters to the effect that Danish butter is losing its hold on the English market, that its quality is deteriorating, and that the sale is falling off, are not a little astonishing in face of the very strong and direct evidence to the contrary furnished by the official records. As an example of the kind of assertions here alluded to may be instanced an opinion expressed by a correspondent of the British Food Journal, who, in a letter printed in the March number, stated that “My own opinion is that the Danes are steadily losing their good name for quality, owing to not using preservatives and to their new fad of pasteurising… .”

This chapter examines the depth to which considerations of diversity and inclusion have been internalized within the educational programs, professions, and institutions of library and information science.

Drawing upon the authors’ parallel careers as scholars and educators focused on the diversity and the inclusiveness of the field, this chapter uses the findings from their individual and collaborative studies over the past 10 years to explore the roles of diversity and inclusion in the field.

This chapter details a list of key issues of diversity and inclusion that remain insufficiently addressed in the field and the ways in which educators, professionals, and institutions can work together to confront these challenges.

THE following list of contracts placed by the Air Ministry during March is extracted from the April issue of The Ministry of Labour Gazette:—

THE medical problems of flying were first seriously tackled during the latter part of the first world war, when it became obvious that mechanical construction was indivisible with pilot performance. Research has since proceeded along two main lines: pre‐selection of personnel for flying duties and the maintenance of the physiological efficiency of flying personnel. There is no doubt that the work accomplished is proving invaluable in these times of extended air force expansion and added interest is therefore given to the report of the symposium held at Washington D.C., at which Air‐Commodore H. E. Whittingham represented Great Britain.

This chapter introduces the reader to the meaning of competitive advantage and posits that a firm’s strategy is defined as the managers’ theory about how to gain and sustain competitive advantage. The author demonstrates how a firm creates its competitive advantage by creating more economic value than its rivals, and explains that profitability depends upon value, price, and costs. The relationship among these factors is explored in the context of high-technology consumer goods – laptop computers and cars. Next, the chapter explains the SWOT [s(trengths) w(eaknesses) o(pportunities) t(hreats)] analysis. Examining the interplay of firm resources, capabilities, and competencies, the chapter emphasizes that both must be present to possess core competencies essential to gaining and sustaining competitive advantage through strategy. Next, the chapter describes the value chain by which a firm transforms inputs into outputs, adding value at each stage through the primary activities of research, development, production, marketing and sales, and customer service, which in turn rely upon essential support activities that add value indirectly. After describing the PEST [p(olitical) e(conomic) s(ocial) t(echnological)] Model for assessing a firm’s general external environment, the chapter explains Porter’s Five Forces Model. The chapter then describes the strategic group model and illustrates that model by reference to the pharmaceutical industry. The author notes that opportunities and threats to a company differ based upon the strategic group to which that firm belongs within an industry. Finally, the chapter explores the importance of strategy in technology-intensive industries and emphasizes that sustained competitive advantage can be accomplished only through continued innovation.

This report deals with the development of a method which gives a lucid and convenient solution of the flow conditions in the vicinity of a common, thick aerofoil section wherein the thickness of the profile is taken into account. The method consists in making the aerofoil the streamline in a parallel flow by disposing on its mean line certain source and vortex distributions the fields of which are superposed on the parallel flow. These distributions of singularities are secured for the generalized Kármán‐Trefftz profile by means of conformal transformation from the flow about a circle. Five different distribution functions are afforded for the density of superposition, which combine in a specified manner to the necessary distributions of singularity and represent a generalized Kármán‐Trefftz profile in parallel flow. For these profiles the speed for each of the five distributions is then computed independently of the angle of attack.

THE method given in “The Stressing of Rigid‐Jointed Frames” published in the Journal of the Royal Aeronautical Society for June, 1936, may be applied to the case of frames embodying initially curved members, as for example, monocoque rings.

As a result of the election held in March the Council of the Royal Aeronautical Society for the year 1939–1940 is constituted as follows:

This chapter explores the extent to which an innovator is able to capture innovation rents. After examining the two main drivers of such rents, the strength of the appropriability regime and the ownership of specialized complementary assets, the chapter examines how their interaction is so critical in affecting imitation, commercialization options, and firm performance. After reviewing the underlying conceptual framework and empirical evidence, and using a perspective that cuts across both time and industries, the authors then discuss the implications of innovation profits for the resources to be devoted to the discovery of new or improved product and processes.