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This study aims to identify the political alignment and political activity of the 11 Presidents of Britain’s most important scientific organisation, the Royal Society of London, in its early years 1662–1703, to determine whether or not the institution was politically aligned.

There is almost no information addressing the political alignment of the Royal Society or its Presidents available in the institution’s archives, or in the writings of historians specialising in its administration. Even reliable biographical sources, such as the Oxford Dictionary of National Biography provide very limited information. However, as 10 Presidents were elected Member of Parliament (MP), The History of Parliament: British Political, Social and Local History provides a wealth of accurate, in-depth data, revealing the alignment of both.

All Presidents held senior government offices, the first was a Royalist aristocrat; of the remaining 10, 8 were Royalist or Tory MPs, 2 of whom were falsely imprisoned by the House of Commons, 2 were Whig MPs, while 4 were elevated to the Lords. The institution was Royalist aligned 1662–1680, Tory aligned 1680–1695 and Whig aligned 1695–1703, which reflects changes in Parliament and State.

This study establishes that the early Royal Society was not an apolitical institution and that the political alignment of Presidents and institution continued in later eras. Furthermore, it demonstrates how the election or appointment of an organisation’s most senior officer can be used to signal its political alignment with government and other organisations to serve various ends.

Dr D.C. Martin said that what he was about to say might appear to be somewhat superficial, perhaps, because, unlike the audience, he was no expert and from the Assistant Secretary's chair one obtained a general rather than a particular view.

Neal M. Ashkanasy has a Ph.D. in Social and Organizational Psychology from the University of Queensland, and has research interests in leadership, organizational culture, and business ethics. In recent years, his research has focused on the role of emotions in organizational life. He has published his work in journals such as the Academy of Management Review, the Academy of Management Executive, and the Journal of Management, and is co-editor of three books: The Handbook of Organizational Culture and Climate (Sage) and Emotions in the Workplace; Theory, Research, and Practice (Quorum); Managing Emotions in the Workplace (ME Sharpe). He is a past Chair of the Managerial and Organizational Cognition Division of the Academy of Management.Claire E. Ashton-James is completing an Honors degree in Business Management through the University of Queensland Business School. Her undergraduate degree majors were in philosophy, music, and psychology. Her present research interest is in the role of the impact of cognitive information processing capacity on emotion regulation and social functioning.Cary L. Cooper is Professor of Organizational Psychology and Health, Lancaster University Management School, Lancaster University. He is the author of over 80 books and over 300 academic journal articles. He is Founding Editor, Journal of Organizational Behavior; Co-Editor, medical journal Stress & Health; and former Co-Editor, International Journal of Management Review. He is a Fellow of the British Psychological Society, The Royal Society of Arts, The Royal Society of Medicine, The Royal Society of Health, and an Academician of the Academy for the Social Sciences. He is President of the British Academy of Management and a Companion of the (British) Institute of Management. He is a Fellow of the (American) Academy of Management and recipient of its 1998 Distinguished Service Award. Professor Cooper was awarded a CBE (Commander of the Excellent Order of the British Empire) in the Queen’s Birthday Honours List for his contribution to health.Russell Cropanzano is Professor of Organizational Behavior in the Department of Management and Policy of the University of Arizona. Dr. Cropanzano is a member of the Academy of Management, the American Psychological Society, and the Society of Organizational Behavior. He is a fellow in the Society of Industrial/Organizational Psychology. Dr. Cropanzano is also active internationally, having given talks in Australia, France, New Zealand, and the United Kingdom. His research interests include workplace emotions and organizational justice.Achim Elfering is research fellow for the psychology of work and organizations at the University of Berne, Switzerland. He graduated with a Masters degree in psychology from the University of Wuerzburg, Germany. He received his Ph.D. in general psychology at the University of Frankfurt, Germany. His research interests include job stress, physiological stress responses, and in particular associations between psychosocial work factors and low back pain. His other research interests include personality, social support, job satisfaction, socialization and selection. In 2001, he received the 3rd Annual SPINE Journal Young Investigator Research Award.Steven M. Elias is an Assistant Professor of Social Psychology at Western Carolina University. Dr. Elias is a member of both the American Psychological Association and the American Psychological Society. Currently, Dr. Elias publishes empirical research in several areas related to perceived self-efficacy and social power.Joanne H. Gavin is Assistant Professor in the School of Management, Marist College, Poughkeepsie, New York. She was the recipient of the Otto Alois Faust Doctoral Fellowship in Character and Health (2000–2002) and earned her Ph.D. in organizational behavior at the University of Texas at Arlington. Ms. Gavin earned her M.B.A. and B.S. in Business Administration at the University of New Orleans. Her research interest is in the area of personal character, decision making and executive health. She is co-author of articles appearing in the Academy of Management Executive, Applied Psychology: International Review and the Academy of Management Journal. Dr. Gavin is also co-author of several chapters in books such as International Review of Industrial and Organizational Psychology and Psychology Builds a Healthy World. In 2001, she presented a paper entitled “Transcendent decision-making: Defining the role of virtue-based character in the decision-making process” at the Society for Business Ethics.Simone Grebner is senior research fellow for the psychology of work and organizations at the University of Berne, Switzerland. She graduated with a Master’s degree in psychology from the University of Wuerzburg, Germany. She earned her Ph.D. in work psychology from the University of Berne. Her primary research interests include job stress, job analysis, emotion work, and well-being, with a particual emphasis on psychoneuroendocrine and cardiovascular stress responses.Wayne A. Hochwarter is Associate Professor of Management at Florida State University. Prior to this appointment, Dr. Hochwarter was on the faculty at Mississippi State University and the University of Alabama. He has published over 70 articles and book chapters in the areas that include organizational politics, social influence, job stress, and dispositional factors. His work has appeared in the Journal of Applied Psychology, Journal of Management, Journal of Vocational Behavior, and Research in Personnel and Human Resources Management. Dr. Hochwarter’s current research interests include social influence in organizations, accountability, and the attitudinal consequences of job insecurity of layoff survivors.Peter J. Jordan is a Senior Lecturer in the School of Management at Griffith University, Australia. He gained his Ph.D. in management at the University of Queensland. Peter’s current research interests include emotional intelligence, emotions in organizations, team performance and conflict. He has published in a range of international journals including the Academy of Management Review, Human Resource Management Review, and Advances in Developing Human Resources. He has also been invited to deliver presentations to a number of business groups across South East Asia. Prior to entering academia he worked in strategic and operational planning for the Australian Government.Michael P. Leiter is Professor of Psychology and Vice President (Academic) of Acadia University in Canada. He is Director of the Center for Organizational Research & Development that applies high quality research methods to human resource issues confronting organizations. He received degrees in Psychology from Duke University (BA), Vanderbilt University (MA), and the University of Oregon (Ph.D.). He teaches courses on organizational psychology and on stress at Acadia University. The research center provides a lively bridge between university studies and organizational consultation for himself and his students. Dr. Leiter has received ongoing research funding for 20 years from the Social Sciences and Humanities Research Council of Canada as well as from international foundations. He is actively involved as a consultant on occupational issues in Canada, the USA, and Europe. The primary focus of his research and consulting work is the relationships that people develop with their work. This work addresses strategies for preventing dysfunctional relationships, such as burnout, as well as for building productive engagement with work.David A. Mack is Assistant Dean for Program Development at the University of Texas at Arlington’s College of Business Administration. He received his Ph.D. from UT Arlington in May 2000. Dr. Mack earned an MBA in Entrepreneurship from DePaul University in 1993. Dr. Mack has published a number of articles and book chapters on job stress, workplace violence, and small business. His Organizational Dynamics article “EDS: An Inside View of a Corporate Life Cycle Transition” examined the spin-off of EDS from General Motors Corporation. He has had extensive management experience in the insurance industry and is co-owner, with his wife, of a financial services marketing/management business in the Dallas-Fort Worth Metroplex. Dr. Mack teaches undergraduate and graduate courses at UT Arlington and has taught graduate business courses at both DePaul University and Texas Wesleyan University.Christina Maslach is Vice Provost for Undergraduate Education and Professor of Psychology at the University of California at Berkeley. She received her A.B. in Social Relations from Harvard-Radcliffe College, and her Ph.D. in Psychology from Stanford University. She has conducted research in a number of areas within social and health psychology. However, she is best known as one of the pioneering researchers on job burnout, and the author of the Maslach Burnout Inventory (MBI), the most widely used research measure in the burnout field. In addition to numerous articles, she has written several books on this topic. She has also received numerous teaching awards, and in 1997 she received national recognition from the Carnegie Foundation as “Professor of the Year.”Debra L. Nelson, Ph.D. is The CBA Associates Professor of Business Administration and Professor of Management at Oklahoma State University. She holds a Ph.D. from the University of Texas at Arlington. Dr. Nelson’s research has been published in the Academy of Management Executive, Academy of Management Journal, Academy of Management Review, MIS Quarterly, Journal of Organizational Behavior, and other journals. Her books include Stress and Challenge at the Top: The Paradox of the Successful Executive, Advancing Women in Management, Preventive Stress Management in Organizations, Gender, Work Stress and Health, and Organizational Behavior: Foundations, Realities, Challenges among others. Her primary research interests are workplace stress and gender issues at work.James Campbell (Jim) Quick is Professor of Organizational Behavior and Director, Doctoral Program in Business Administration, The University of Texas at Arlington. The American Psychological Foundation honored him with the 2002 Harry and Miriam Levinson Award as an outstanding consulting psychologist. He is a Fellow of the Society for Industrial and Organizational Psychology, the American Psychological Association (APA), the American Institute of Stress, and was awarded a 2001 APA Presidential Citation. He was Founding Editor of APA’s Journal of Occupational Health Psychology and was APA’s stress expert to the National Academy of Sciences (1990). He is co-author with Debra L. Nelson of Organizational Behavior: Foundations, Realities, and Challenges, 4th Edition (Thompson/Southwestern). He is listed in Who’s Who in the World (7th Edition). He was awarded The Maroon Citation by the Colgate University Alumni Corporation, and The Legion of Merit by the U.S. Air Force. He is married to the former Sheri Grimes Schember.Jonathan D. Quick is Director, Essential Drugs and Medicines Policy (EDM) for the World Health Organization, Geneva. EDM works to ensure for people everywhere access to safe, effective, good quality essential drugs that are prescribed and used rationally. He joined WHO in 1995 after 20 years in international health, serving in Pakistan, Kenya, and over 18 other countries in Africa, Asia, and Latin America. He has authored or edited ten books, including as senior editor of Managing Drug Supply (1997/1978), and over 40 articles and chapters on essential drugs, public health, and stress management. He is a Diplomat of the American Board of Family Practice, and a Fellow of both the Royal Society of Medicine (UK) and the American College of Preventive Medicine. He earned an A.B. degree magna cum laude from Harvard University and a M.D. degree with distinction in research and a M.P.H. from the University of Rochester.Norbert Semmer is professor for the psychology of work and organizations at the University of Berne, Switzerland. He earned his Ph.D. from the Technical University of Berlin and worked for the Technical University of Berlin, and the German Federal Health Office in Berlin before moving to Berne. He has a long standing interest in stress at work and its relationship to health, in recent years with a special emphasis on low back pain. He has also published about job satisfaction, the development of efficient strategies in groups, on human error, and on the transition of young people into work. He is a member of the editorial board of the European Journal of Work and Organizational Psychology, the Journal of Occupational and Organizational Psychology, the Zeitschrift für Arbeits- und Organisationspsychologie, and the Scandinavian Journal of Work, Environment and Health, and he served as Associate Editor for Applied Psychology. An International Review from 1992 to 1998, and for the Psychologische Rundschau from 1995 to 1998.Arie Shirom is Professor of Organizational Behavior and Health Care Management at the Faculty of Management, Tel Aviv University. He received his Ph.D. from the University of Wisconsin, Madison. He has published several reviews on burnout, burnout and health, organization development, and the impact of stress on employee health, each including a section describing his past research in the respective area. These reviews are downloadable from his internet site at Tel Aviv University. He is currently funded by the Israel Science Foundation to conduct a large scale, four-year study on the effects of positive emotions, including vigor, on employee health.Bret L. Simmons is Assistant Professor of Management in the College of Business at North Dakota State University. He received his Ph.D. in Management from Oklahoma State University. Dr. Simmons is a member of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology. His research interests include eustress and positive psychology at work.Tores Theorell, M.D., Ph.D. is a world-renowned lecturer and widely published pioneer in psychosocial factors research. He is Director of the National Institute for Psychosocial Factors and Health and Professor of Psychosocial Medicine, Department of Public Health Sciences, Karolinska Institute, Stockholm, Sweden. His research interests include psychosocial factors, health, and occupational stress.Howard M. Weiss is Professor of Psychological Sciences at Purdue University. He is also co-director of Purdue’s Military Family Research Institute, which is funded by the Department of Defense and dedicated to studying the relationships between quality of life and job satisfaction, retention and performance. He received his Ph.D. from New York University. His research interests focus on the emotions in the workplace and on job attitudes.

The only comprehensive list of British medical libraries hitherto available has been that in The Aslib directory 1928, and there is an extended account of those in London in Reginald Rye, The students' guide to the libraries of London (3rd ed., 1927), pp. 362–77. The new list, here put forward, is intended to bring the information from those two books of reference up to date, after nearly twenty years. British libraries are briefly listed among ‘Medical libraries outside North America’ in the Medical Library Association's A handbook of medical library practice, ed. Janet Doe, Chicago, American library association 1943, chapter 1, appendix 2, pages 41–64. The meagre information in that list, if contrasted with the detailed documentation of American and Canadian libraries in successive issues of the American medical directory, accentuates the need for us to know ourselves better. Several, perhaps many, medical librarians have had to compile lists of kindred libraries for their own convenience. A list which I had thus prepared seemed to Aslib to offer adequate basis for a Directory of British medical libraries, and in order to complete it Aslib issued a questionnaire in the autumn of 1944 to libraries known to possess medical collections and to hospitals, medical societies, and medical institutions throughout the British Isles. The information obtained from the generous response to this questionnaire is epitomized in the list which follows. I am responsible for all omissions and errors and I hope that those who detect any will supply corrections and additions so that this preliminary list may be revised and become a definitive Directory.

In an article on “Scientific Societies and Alien Enemies,” which appeared in the May issue of The British Food Journal, we expressed the hope that every British Scientific and Technical Society would take immediate steps to expel all foreign members who are to be numbered among the enemies of Great Britain and her Allies, and that each Society should pay special attention to the necessity of purging itself particularly from any existing German taint. Having stated that we were waiting to learn what had been done, or is to be done in this matter by such bodies as The Chemical Society, The Institute of Chemistry, The Society of Chemical Industry and the Royal Society— mentioning only a few of the institutions in whose lists of members the names of enemy aliens appear—we took occasion to point out that the Chemical Society and the Society of Chemical Industry, especially, were probably in need of drastic purification. Since that article was written it appears that the Council of the Chemical Society has taken the matter into consideration and, in this connection, we have been requested to publish two letters addressed to the President of the Society by one of its Fellows together with the President's reply. We comply with the request in view of the facts that the points raised by this correspondence are of public importance and that their application extends far beyond the mere question of a controversy within the narrow circle of a particular scientific body. COLONEL CASSAL, to whom we are indebted for supplying us with copies of the letters referred to, makes the following caustic remarks, with which we fully agree, in a covering letter:—“It will perhaps hardly be credited, but the fact remains, that the Council of the Chemical Society of London, one of the oldest scientific bodies in this country, which, on that account, if, unfortunately, at present, on no other, may possibly be thought to be entitled to some sort of public respect— has refused to take the necessary steps to bring about the immediate expulsion of the alien‐enemy members of the Society, among whom it is practically certain that there are several persons who are acting as expert advisers to the German Government in regard to the use, by their hordes of criminals, of corrosive fluids and poisonous gases in contravention of the universally recognised laws of honourable warfare. It will be seen that in its futile endeavour to find an excuse for its failure to discharge a plain duty the Council has hopelessly stultified itself, and there can be no doubt that the vast majority of the Fellows of the Society will repudiate the ludicrous and self‐condemnatory resolution which, at one and the same time, brings contempt on the Society and ridicule on the Council.”

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Discusses the histories of the first 60 years of the three societies of Scottish chartered accountants and suggests that their relationships were based on consultation, agreement and pursuance of joint policies. Examines the original records and hitherto unreported materials which reveal that there was significant stress and tension among the societies and with the political and administrative authorities. Makes clear that the Edinburgh society exercised dominance, despite the existence of schisms within its own membership which are not discernible from its official records, which were maintained on a highly selective basis. Towards the end of the nineteenth century, the Glasgow and Aberdeen societies began to challenge the Edinburgh dominance and proposed the implementation of new institutional structures, which created eventually a more unified profession in Scotland. The Glasgow and Aberdeen initiatives were motivated by exogenous pressures, which ultimately the Edinburgh society was unable to resist.

The purpose of this paper is to introduce counterfactual analysis and reasoning to the study of accounting history. The counterfactual focus is the institutionalisation of public accountancy in the UK.

The study adopts a counterfactual research design using Ferguson and Bunzl and asks a “what if” question of an event of importance to accounting historians in order to create a plausible counterfactual outcome that is grounded in rationality and causal analysis. The specific counterfactual question relates to the royal charter granted to public accountants practicing in Edinburgh in 1854. The counterfactual outcome is compared to the actual timeline of public accountancy institutionalisation in the UK.

The “alternative” history reveals uncertainties that confronted public accountants in the past and provides a basis for suggesting that the current fractured and inefficient state of institutionalised public accountancy in the UK has its origins at least partially in the 1854 royal charter. It also suggests that attempts to register and unify public accountants in the UK have been hindered by nineteenth century royal charters.

The study argues that counterfactual analysis is a useful historical tool with which to understand the consequences of historical decisions made in the professional project of British public accountancy. In addition, the study reveals the potential for counterfactual analysis to illumine the consequences of decisions in other areas of accounting and auditing history.

This study is the first counterfactual analysis in the accounting history literature and therefore provides a template for further studies and improved research design.

The purpose of this paper is to provide a historical account of four unsuccessful merger attempts between Australia’s two major professional accounting bodies over a 30-year period (1969 to 1998), each of which ultimately failed. An analysis of the commonalities and differences across the four attempts is provided and social identity theory is used to explain the differences between members level of support for these merger bids.

This study adopts a qualitative approach using a historical research methodology to source surviving business records from public archives and other data gathered from oral history interviews.

The study found that, across all four merger attempts between Australia’s two professional accounting bodies, there was strong support from society members (the perceived lower-status group) and opposition exhibited by institute members (the perceived higher-status group). This study also found that the perceived higher-status organisation always initiated merger discussions, while its members rejected the proposals in the members’ vote.

This paper focusses on the Australian accounting profession, considering a historical account of merger attempts. Further research is required that includes interviews and surveys of those involved in making decisions regarding merger attempts.

This paper is the first to examine in detail these four unsuccessful merger attempts between the largest accounting organisations in Australia.

ON January 12, 1966, the Royal Aeronautical Society celebrated its hundredth birthday with a Conversazione held at the Science Museum. Mr Fred Mulley, the Minister of Aviation, was among the many guests. As the oldest aeronautical society in the world it is the first to achieve the distinction of reaching its century.