scholarly journals British American Tobacco and Formula One motor racing

BMJ ◽  
2004 ◽  
Vol 329 (7457) ◽  
pp. 104-106 ◽  
Author(s):  
Joshua Carlyle ◽  
Jeff Collin ◽  
Monique E Muggli ◽  
Richard D Hurt
The Lancet ◽  
1998 ◽  
Vol 351 (9100) ◽  
pp. 452 ◽  
Author(s):  
Sharad G Vaidya ◽  
Jayant S Vaidya
Keyword(s):  

2009 ◽  
Vol 41 (23) ◽  
pp. 3003-3014 ◽  
Author(s):  
Camilla Mastromarco ◽  
Marco Runkel

2021 ◽  
Vol 10 (2) ◽  
Author(s):  
Arnav Pandit ◽  
Gwyn Day

Formula One (also known as F1) is the highest class of single-seater open-wheel and open-cockpit professional motor racing contest. Formula One racing is governed and sanctioned by a world body called the FIA − Fédération Internationale de l'Automobile or the International Automobile Federation. The name ‘Formula’ comes from the set of rules that the participating cars and drivers must follow. The car is naturally the central component in F1. There is not much room to differentiate in the design of the engine and wheels of F1 cars, there are only 4 engine manufacturers and Pirelli is the sole supplier for all team’s tyres. As there is not much scope for innovation in these aspects of an F1 car, most innovation is left to the aerodynamic design of the F1 car. The aerodynamics team considers many different principles when designing the car. In this paper, we will be first examining these aerodynamic principles and then discussing how they are applied to F1 cars. A survey has also been conducted among over 200 professionals/academics involved in STEM to get an idea of people’s opinions on F1 Car Aerodynamics. The data collected has been analysed to see if it agrees with the reality. While there are many papers have already been written on F1 Aerodynamics, this is the first to provide one in relation to the specific parts. It is also the first to conduct a survey among people and provide analysis for the same.


The Lancet ◽  
1998 ◽  
Vol 351 (9100) ◽  
pp. 451 ◽  
Author(s):  
PA Sadler
Keyword(s):  

2013 ◽  
Vol 41 (8) ◽  
pp. 1359-1377 ◽  
Author(s):  
Suk-Kyu Kim ◽  
Kevin K. Byon ◽  
Jae-Gu Yu ◽  
James J. Zhang ◽  
Chong Kim

Our purpose was to examine the relationship between spectator social motivations and sport consumption behavior in the context of Formula One (F-1) motor-racing events. Respondents were spectators who attended 3 F-1 races held in Shanghai, China. Through a structural equation modeling analysis, we found that achievement seeking and salubrious effects were motivating factors related to repurchase intentions. Achievement seeking, entertainment, and catharsis were also motivating factors associated with word-of-mouth intentions concerning F-1 events.


2020 ◽  
Vol 65 (4) ◽  
pp. 972-1017 ◽  
Author(s):  
David R. Clough ◽  
Henning Piezunka

Managers need to periodically evaluate any exchange partner to decide whether to continue or dissolve the exchange tie, but doing so can be challenging because of causal ambiguity: it can be difficult to attribute organizational performance to any specific underlying factor. One way managers may evaluate their exchange partners is by observing the performance trajectories of competitors who rely on the same exchange partners. We propose a theory of vicarious performance feedback and test it in the context of Formula One motor racing. We find that a firm building a Formula One racing car is more likely to end an exchange relationship with an engine supplier after that supplier’s other customers experience an episode of poor performance relative to their historic track record. In line with an attention-based view of the firm, this behavior occurs when the firm’s own performance is below its aspiration level. This work extends our understanding of how managers use vicarious learning to supplement their direct experience when evaluating their exchange partners, expands our thinking about network dynamics by showing how network neighbors’ experiences can influence tie decisions made within a dyad, and contributes to the cognitive foundations of problemistic search by showing how external information is integrated into managers’ responses to their own firm’s underperformance.


The Lancet ◽  
1998 ◽  
Vol 351 (9100) ◽  
pp. 452
Author(s):  
Anne Charlton ◽  
David While ◽  
Sheila Kelly
Keyword(s):  

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