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This paper seeks to investigate Philip Morris's responses to a decade‐long crisis through the analysis of its CEO's speeches. It also aims to reveal the rich potential of corporate speeches as examples of crisis management strategies.

In total, 67 speeches of Philip Morris's CEO are analyzed using centering resonance analysis. The data are also cluster‐ and factor‐analyzed. Combining quantitative and qualitative examination of the dataset provides a broader understanding of the organization's rhetoric strategies.

Philip Morris's CEO crafted specific frames and image repair strategies to fit different stages of the crisis. The frames and restorations strategies used are, respectively: profitable multinational bolstering, minimization, and attack the accuser (1994‐1996); litigation target, transcendence (1997‐1998); and corporate good citizen, bolstering and transcendence (1999‐2001).

The paper highlights the significance of corporate speeches as a fully controlled form of corporate discourse that reveals strategic frames and communication tactics. Future research should concentrate on comparing such messages with other important actors' discourse.

The paper draws attention to the role of lawyers and other actors in defining crisis management strategies as well as emphasizing that corporate values may not be accepted by the entire society, yet may meet the expectations of specific stakeholders.

This paper combines qualitative and quantitative analysis to investigate a rich source of corporate communication: top management speeches. The study underscores how rhetoric strategies can play for time during crisis, but are limited in changing inherently bad products into socially acceptable ones.

The purpose of this paper is to introduce management historians to the long‐forgotten work of Frank George Woollard (1883‐1957), who in the mid‐1920s established flow production in the British motor industry, and its remarkable similarity to current‐day production principles and practices used by Toyota Motor Corporation, also known as lean production.

Overview of Frank Woollard's life and work obtained from newly discovered journal papers, his 1954 book, Principles of Mass and Flow Production, newly discovered archives, and new first‐hand testimony from a close friend and from a long‐time family friend.

Frank Woollard was a pioneer in the establishment of flow production in the British motor industry in the mid‐1920s and the principal developer of automatic transfer machinery. His accomplishments are comparable to Taiichi Ohno, regarded as the architect of Toyota's production system.

Woollard's accomplishments in flow production are a fruitful area for future research given the speed and completeness with which flow production was established at Morris Motors Ltd, Engines Branch. Newly discovered papers describing his flow production system have yet to be studied in detail by academics.

Woollard's application of flow production beginning in 1923 means that timelines for discoveries and attributions of key accomplishments in lean management must be reexamined and revised.

Woollard's work fills important gaps in the literature on the history of flow production generally and in the British motor industry in particular. His work constitutes an early application of current‐day lean principles and practices, and is therefore noteworthy and relevant to management historians and the operations and production management community. It is hoped that this paper will inspire management historians to study Woollard's work and place him in the context of other early twentieth‐century pioneers in industrial management and flow production.

September 21, 1973 Industrial Relations — Unfair dismissal — Compensation — Method of assessment in cases of pressure — Employee in arrears with union dues — Union threatening strike action if employee working with dues unpaid — Employee unfairly dismissed — Whether author of own wrong — Whether entitled to compensation — Industrial Relations Act, 1971 (c. 72),ss. 33(1) (2), 116,119.

Herbert Morris and Hydrovane outwardly have little in common. One is a long established cranemaker which five years ago faced a bleak future. The other is a relative newcomer to the compressor business, with a continuous growth and profit record. Yet they — and countless other companies in the UK — share the same management determination to keep industry alive and kicking in the face of current adversity. Reports by Ken Gooding and Chris Phillips.

IN the May issue of AIRCRAFT ENGINEERING Captain J. Morris describes a method for the solution of linear algebraic equations by iteration. The main objects of the present note are to show how the statement of the method and the proof of its convergence may be greatly condensed by the use of matrices, and to indicate an alternative computational scheme which involves far less recording of numbers, and therefore less risk of error, than that proposed by Morris.

The article chronicles the use of a Civil War soldier's diary to teach Civil War history. The project was carried out over a two-semester period in a social studies pedagogy class. The professor and students in cooperative learning groups and whole group discussions interpreted the diary. In this unique process, they also discussed how primary sources might be used to teach middle school and high school students United States History as a dynamic process of real people and not simply facts.

The purpose of this paper is to re-examine the Bombay textile mills of the late nineteenth and early twentieth centuries to provide an account of the roots of business–society relationship in India and contribute to postcolonial perspectives on corporate social responsibility (CSR). This search is premised on the understanding that India has embarked on industrialisation from a set of productive relations that differ from European feudalism.

The data for this study have been obtained from published works on Bombay Textile Mills such as Chandavarkar (1994, 2008), Morris (1965), Wolcott (2008) and Clark (1999) and some Annual Reports of Bombay Mill Owners Association. Further Kydd (1920) has been used for history of factory legislation in India.

Evidence suggests that practices in mills were informed by notions of custom and fairness, which resulted in flexible hours, socially acceptable wage outcomes and work sharing. Individual reputations built through use of discretion within networks of patronage spanned both workplace and neighbourhood, interlinking the social, ethical, political and economic lives of owners, jobbers and workers. Jobbers’ authority was earned in return for providing support to a production process, mirroring Birla’s (2009) “layered sovereignty” differing markedly from delegated managerial authority. Workers’ share in surplus value was important along with autonomy, both of which were negotiated through customary networks and protest.

The paper suggests that a postcolonial approach to CSR implies an expansive notion of responsibility that goes beyond a Western focus on wages to encompass worker autonomy and countervailing power. Postcolonial accounts of CSR history can only be understood as emerging from a triadic interaction of imperial interest, subordinated native business and native societal relationships. This contrasts with conventional approaches that look at CSR’s emergence simply as a process internal to that society. Account of Indian CSR trajectory is in part a journey of native business from responsible practices to a messy tessellation of legal exploitation and illegal customary concerns.

The findings of this paper suggest that it is possible that customary practices of care and concern might still be surviving in Indian business even if only in the illegal and informal realm. Thus CSR programs in the Indian context might be useful to bring to centre stage these customary practices.

This study documents the evolution of business–society relations in a post-colonial context and shows how they are different from the Western trajectory.

This article analyzes survey results of university students who used Morris Messenger, the instant messaging (IM) reference service at Southern Illinois University Carbondale’s Morris Library. It focuses on the complete results of two surveys, including a comparison of IM reference and traditional reference desk experiences. An overview of the IM reference system and usage data are also discussed. Survey respondents indicated overall enthusiasm for the IM reference service and provided useful suggestions for improvements, which are also listed.

Based on an analogy with a recently revived film of The Benny Goodman Story, draws some marketing‐related parallels between jazz musicianship and teaching. Specifically, as in the case of artists, professors may often pursue a product‐oriented strategy stubbornly dedicated to honouring their own convictions at the expense of a customer‐oriented quest for greater potential popularity. Illustrates through an interview with Woody Herman that, as with jazz musicians, so with teachers: one hopes that integrity will win true listeners.

The LIS profession is beginning to place expert systems in perspective. Expert systems are no longer heralded as being the only necessary tool but rather one tool among an array of several. LIS educators are realistic, both about expert systems technology and about what can be achieved within the limitations of an LIS course. New technologies for refining and controlling information are constantly emerging; LIS schools have to keep up‐to‐date with them as they emerge, but they must also ensure that they do not overprioritize one particular development at the expense of others. They can, at best, only hope to give a taste of the possibilities and potential in different areas. Expert systems are still new enough to warrant special treatment but no doubt they will be ousted by newer technologies in the course of time. Meanwhile, LIS professionals should make the most of what is currently available. Hopefully it should pay dividends in the future.