Profiling road transport activity: Emissions from 2000 to 2005 in Ireland using national car test data

This work describes a methodology for determining the average vehicle kilometres travelled by the private national car fleet in Ireland and estimating the disaggregated CO₂ and NO_x emissions from private vehicles in the Irish road transport sector for the period 2000–2005 using national car test records. The developed methodology facilitates the calculation of greatly improved estimates for vehicle kilometres under a range of constraint variables and thereby enables the disaggregated analysis of specific vehicle fleet groups and their associated activity patterns to support evidence-based policy development. The results indicate that while older vehicles are contributing significantly to car NO_x emissions; newer cars produce a higher share of CO₂ emissions than older cars in the vehicle fleet.     

The business case of a network that serves both public safety and commercial subscribers

Deploying a single nationwide broadband wireless network to serve all public safety users would have great advantages over the existing fragmented public safety systems. A nationwide system could be created to serve both public safety and commercial subscribers, which would allow a provider to exploit important economies but force it to meet the more costly requirements of public safety. This paper analyzes the viability of a public-private partnership that serves public safety and commercial subscribers from a for-profit provider's perspective. A model is presented that estimates the net present value (NPV) of a wireless network by calculating costs based on the number of cell sites required and revenue based on the projected number of subscribers acquired. The model is applied to both a network that serves only commercial subscribers on 10 MHz of 700 MHz spectrum and a public-private partnership that serves commercial subscribers and public safety personnel on 20 MHz of 700 MHz spectrum. It is found that NPV is greater for the public-private partnership than for the commercial-only network for any population density, which shows that the value of 10 MHz of spectrum exceeds the cost of meeting public safety requirements. Furthermore, the paper demonstrates that NPV/cell increases with population density, so urban areas are profitable and rural areas are unprofitable. The paper demonstrates that a partnership covering 94% of the US population breaks even because the most urban 56% of population subsidizes coverage for the next 38%. If initial deployment is subsidized, a financially sustainable public-private partnership can serve much more than 94%. Additionally, it is shown that allowing urban municipalities to opt-out of the partnership can significantly increase the subsidies required.     

Last dance or second chance? Firm performance,CEO career horizon,and the separation of board leadership roles

In recent years, many firms have chosen to separate their CEO and board chair positions. Prior research has demonstrated that there are three forms that a CEO–board chair separation can take: apprentice, departure, and demotion. In this paper, we examine the antecedents of these three types. Our results show that the three types of separation each have different profiles in terms of the prior performance of the firm, the independence of the board, and the career horizon of the incumbent CEO. The findings in this paper provide unique insights into the factors that drive boards' structural choices. As questions about board leadership structure become more nuanced and more relevant in both scholarship and practice, a full understanding of these factors will only become more important. Copyright © 2013 John Wiley & Sons, Ltd.     

A hard sell? The prospects for apprenticeship in British retailing

We consider the prospects for apprenticeship in British retailing in terms of the contribution of apprenticeship to intermediate skills and the contribution of large employers to the Advanced Apprenticeship (AA) programme. Evidence is taken from interviews with training and HR managers from 17 large employers. We find that AA is for the most part unpopular with large retailers, who prefer to acquire intermediate skills through the upgrade training of existing employees through bespoke, in‐house training programmes and, to a lesser degree, via the recruitment of skilled workers. The one exception to this rule is to be found in the convenience stores sub‐sector of retailing, where the breadth of skills supplied by AA fits in well with employers' requirements. Even here, however, the scale of Apprenticeship is limited both in terms of the numbers of Apprentices being trained and also in terms of employers' own investment in the training of their Apprentices.