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Some cycle routes have proved unpopular because at several points a cyclist has to stop or slow very appreciably. Cyclists are discouraged by the resulting extra journey time. Three alternative hypotheses are made for a cyclist's performance in response to an imposed stop. In all he brakes uniformly from a cruising speed. In one, this speed is a personal standard, and he accelerates uniformly to regain it. In the second, because his energy is used in accelerating, he has less to use in cruising. The third hypothesis is that a cyclist's power output in accelerating is the same as in cruising, except at very low speeds, so that he attains his normal cruising speed asymptotically.

Trials were conducted on a lightly trafficked 2.5-km circuit with seven roundabouts. Cyclists made at least two circuits each, one non-stop and one stopping at roundabouts. Pairs of times for each cyclist were compared with derivations from each hypothesis. It was found that the estimates derived from the second hypothesis were much closer to the trial times than those given by the others. The conclusion is that making an adult cyclist stop is equivalent to extending the journey time by as much as an extra 50 m, approximately, would take. In reckoning the lengths of routes in order to select one for development, an equivalent distance of about 50 m should be added for each stop or near stop, unless they are close together.

Using belief functions, this paper develops a model of the situation of a management team trying to decide if a cost process is in control, or out of control and, thus, in need of investigation. Belief functions allow accounting for uncertainty and information about the cost processes, extending traditional probability theory approaches. The purpose of this paper is to build and investigate the ramifications of that model. In addition, an example is used to illustrate the process.

This chapter does three things. First, it estimates regional gross domestic product (GDP) for three different geographical levels in Switzerland (97 micro regions, 16 labor market basins, and 3 large regions). Second, it analyzes the evolution of regional inequality relying on a heuristic model inspired by Williamson (1965), which features an initial growth impulse in one or several core regions and subsequent diffusion. Third, it uses index number theory to decompose regional inequality into three different effects: sectoral structure, productivity, and comparative advantage.

The results can be summarized as follows: As a consequence of the existence of multiple core regions, Swiss regional inequality has been comparatively low at higher geographical levels. Spatial diffusion of economic growth occurred across different parts of the country and within different labor market regions. This resulted in a bell-shaped evolution of regional inequality at the micro regional level and convergence at higher geographical levels. In early and in late stages of the development process, productivity differentials were the main drivers of inequality, whereas economic structure was determinant between 1888 and 1941. The poorest regions suffered from comparative disadvantage, that is, they were specialized in the vary sector (agriculture), where their relative productivity was comparatively lowest.

A brief review of merger and acquisition (M&A) publications, while indicating high failure rates, also indicate that few studies have neither focused on the pre-merger period nor the contributions from leaders and managers, and especially during that period. Additionally, there are limited “behavioral due diligence” (BDD) assessment(s). This chapter begins with a brief overview of definitions. It continues with a data-driven presentation focused on the limited publications and research of M&A pre-mergers (compared with the post-M&A period). This is followed by discussions on M&A-related BDD and leader/manager tasks, activities, and issues. These dialogues set the foundation for M&A actions, and research, focused on leaders and managers relative to BDD in the pre-merger phase. This chapter will close with recommendations of “going forward” and a conclusion.

This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.