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The solution of the problem of estimating the take‐off distance to a height of 50 feet has to a certain extent been limited by the absence of a theoretical analysis of the airborne part of the take‐off manoeuvre. The three main physical quantities associated with the motion immediately after an aircraft leaves the ground are aircraft speed, the angle the flight path makes with the horizontal and the lift coefficient increment. This latter quantity is the lift coefficient in excess of that required for level flight at the unstick speed, and is produced when the pilot pulls the stick quickly back at take‐off. A linear theoretical analysis is obtained by assuming that variations of the physical quantities already mentioned are small enough for squares and higher powers of such variations to be neglected in comparison with the variations themselves. The results of the analysis depend on the solutions of a pair of ordinary simultaneous linear differential equations with constant coefficients. If the aircraft speed never falls below the unstick speed, the limiting values of the lift coefficient increment which define the safe range of take‐offs can be determined. By considering the mean value of the lift coefficient increment over the safe range of take‐offs it is possible to define a mean safe take‐off, and for such a take‐off, the mean safe airborne distance from the unstick point to a height of 50 feet can be estimated. The application of the theory as a means of estimating the take‐off performance of a bomber aircraft is given as an example at the end of this work.

Management accounting, inter alia, gives information on how resources are allocated within organisations. If managers wish to change patterns of resource allocation, accounting knowledge is pivotal to any change processes. In health care organisations resources follow decisions made by clinicians, hence to have an impact on resource allocations managers must influence them. Direct managerial control over clinicians is not possible or desirable in health care organisations. This article suggests that incentives are an alternative to control in health care and investigates the impact of financial incentives within hospitals, utilising a naturally occurring experimental situation that has arisen between the UK and Canada.

Two types of manoeuvre, in one of which lift coefficient and excess thrust are constant, and in the other of which speed is constant, are analysed. The analysis leads to simple methods of estimating take‐off and landing airborne paths, and may be useful in the study of some other flight manoeuvres.

Under this heading are published regularly abstracts of all Reports and Memoranda of the Aeronautical Research Council, Technical Reports and Translations of the United States National Aeronautics and Space Administration and publications of other similar Research Bodies as issued.

This study aims to critically expose and explore “taking sides” in the context of a covert ethnography of bouncers in the night-time economy of Manchester, UK.

The methodology adopted is covert ethnography. The author reflects on the application and use of situated deception within an embedded and insider ethnography of bouncers, alongside other relevant covert ethnographies. Fieldwork vignettes are drawn upon to articulate the management of situated ethics and moral dilemmas.

The findings argue that bouncers are a deeply maligned occupational group, who perform a valuable regulatory role in the night-time economy. Moreover, a covert role ethnographic presents an interesting liminal stance of being on both sides, rather than a reductionist choosing of a single sides. Theoretically, phenomenological bracketing and ethnomethodological indifference are used to justify the position taken in the paper.

Covert research has limitations around fieldwork time consumption, instigation tactics and “going native” distortion, alongside common fears of ethical belligerence and cavalier morals.

The lessons learnt, particularly for early career researchers, are about pursuing creative ethnographic methods.

Occupationally, bouncers should be less demonized and more accessible to more women. This rather hyper-masculine domain should be disrupted and democratized.

The field is relatively niche, with a purist covert ethnographic approach being an innovative way to unpack it.

The chapter proposes a three step framework to assist in the study of technological change in historical terms, using one class of technology, computational devices and computers, to illustrate the approach. Step one explores the economic dynamics of computing to demonstrate the value of studying a specified technology to gain insights about other forms of technologies. Second step attempts an understanding of users and historians respond to the issue of change. Finally, a framework for studying the role of change in technology is presented. Many examples are drawn from different periods in the modern history of information processing.

This paper aims to examine the driving factors of salespeople's relational behaviors in the business to business marketing context.

The hypotheses were tested through a quantitative study via an online survey. Data were collected from 224 salespeople dealing with business customers in manufacturing as well as service industries in China.

The results showed that perceived consequences, affect‐based judgment and salespeople's communal or exchange orientation influenced their relational behaviors. In particular, communal orientation, perceived reciprocity from the customer, and a liking for the customer positively affected relational behaviors, whilst exchange orientation had a negative impact on those behaviors.

This paper provides a framework of the antecedents to salespeople's relational behaviors in the business to business marketing context, filling in the gaps found in previous research by studying the driving factors, not the outcomes, of individual salespeople's relational behaviors.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.