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The authors propose that angry individuals are much more likely to consider the emotional state of their partner than are neutral individuals. They then apply a lay theory dictating that anger decreases cooperation and react accordingly by lowering their own level of cooperation.

The authors report four experiments involving different samples, manipulations, payment schemes and interfaces. The methodological approach was to capitalize on the positives of experimental research (e.g. establishing causality) while also trying to conceptually replicate the findings in different settings.

The authors found evidence for a lay theory (i.e. expectation) that anger decreases cooperation, but that actual cooperation was lowest when angry individuals were paired with other angry individuals, supporting the hypotheses.

Anger can spill over from unrelated contexts to affect cooperation, and incidental anger by itself is not enough to decrease cooperation. However, the findings are limited to anger and cannot necessarily be used to understand the effects of other emotions.

Before entering into a context that requires cooperation, such as a negotiation, be wary of the emotional state of both yourself and of your partner. This paper suggests that only if both parties are angry, then the likelihood of cooperation is low.

To the best of the authors’ knowledge, they are the first researchers to address the question of how incidental anger affects single-round cooperation. By going back to the basics, the authors believe that the findings fill a gap in existing research and offer a building block for future research on anger and cooperation.

The question of whether general systems theory is able to contribute to organizational development, is discussed in this paper. It is misleading to assess an organization′s effectiveness against some single set of criteria, and the application of external forces in attempting to change the system is put forward.

This article introduces the contributions made by a leading management scholar (Lou Pondy) and discusses ways he responded as a mentor to the questionings of his many students.

The purpose of this paper is to offer the author’s view about the conceptualization of scholarly impact, and some of the challenges young Iberoamerican scholars face to have an impact.

This is a personal account based on previous theory and the author’s personal experience.

The paper presents a short critique of the conceptualization and measurement of scholarly impact, and introduces dimensions and challenges of being a scholar in Iberoamerica.

The paper offers an analytical perspective of scholarly impact in Iberoamerica and offers some insights to help overcome different challenges.

The value of competitive intelligence is recognized by everyone from CEOs to line managers. However, very few firms actively link their planning process with their competitive analysis. Moreover, managers in those few firms that do have an active competitive intelligence program are often disappointed with the quality of information they receive.

This purpose of the paper is to highlight the disturbing incidence of disengagement in the modern workplace. By highlighting why professionals leave their jobs, the author aims to change how managers think about motivation. Only then can they get the best out of their staff and retain their best employees.

The author uses his own experience of performance coaching, management, and leading without formal authority. The author critically evaluates classic motivational theories, preferring some more enlightened and recent research.

People leave managers not jobs. Disengagement results from faulty assumptions about what drives today’s professionals. Personal values or emotive needs matter much more than “extrinsic” rewards such as money and promotion. So the problems will not be solved by “making the carrots crunchier and the sticks sharper”; a new mindset is needed. While powerful and more or less universal motivators exist, every individual is different. However, uncovering what really matters can be very straightforward indeed. There is a need to be proactive and curious about what really drives the staff rather than wait till the best people tell the staff at the exit interview.

The author uses a real-life example to show what really happens under the surface. The author shows what is involved in adopting a “higher level” mindset and the resulting approach that might be taken with the people. Motivation mastery can be easier than what is thought about.

The purpose of this paper is to study the features and capabilities of a computer‐aided design (CAD)‐based programmable manipulator for subtractive and additive manufacturing.

The technical milestones in the development of the Cybaman replicator are reviewed, and then various applications are described.

A six‐axis fixed‐datum manipulator allows cutters, grinders, polishing heads, and even laser deposition to be combined in one set of automated processes. The CAD‐based approach simplifies both hardware and software and makes the machine simple to operate. The replicator is particularly useful in small‐batch component production, including medical and dental implants and jewellery manufacture. The high‐accuracy 3D manoeuvrability of the manipulator makes it a valued tool at the ISIS facility at the Rutherford Appleton Laboratory.

The paper draws attention to a unique and powerful programmable manipulator for accurate positioning and small‐batch production.

Despite the recent increase of segregated neighborhoods and schools (Schmitt, 2001), many children find themselves playing with others from different racial and/or ethnic background (Nieto, 2000). Within social science literature, there are a number of studies that explore social interactions and youngsters’ friendship groups (Adler & Adler, 1998; Corsaro, 1985; Eder, 1995; Rizzo, 1989). While instructive, too few analyze what occurs among and to students of color (for exceptions, see Fordham, 1993; Goodwin, 1990, 1998; Grant, 1984). As a consequence, intragender distinctions remain misunderstood and White girls’ group dynamics often eclipse or trivialize the cultural happenings of their racial opposites – African-American girls.

The term strategic communication has become firmly established in recent years. The emergence of the term was associated with the hope of finding a more fitting description for overlapping communication processes, since existing approaches can hardly fulfill these expectations. To date, the research has been dominated by communication-focused and, in particular, organization-focused approaches that show little interest in the alternative perspective. An integrating perspective can overcome the wall that exists between the communication level and the organizational level.

The integrating communication and organizational theory framework is developed on the basis of Niklas Luhmann’s “Theory of Social Systems” (TSS), which can be attributed to the “Communication Constitutes Organization” (CCO) perspective. This perspective seems appropriate because its communication theory integrates the sender and addressee perspectives, and its extended organization theory can be used to describe in detail the organizational structures of strategic communication.

The communication theoretical framework states that one of the functions of strategic communication is to reduce complexity to a single follow-up option. From the sender’s perspective, strategic communication can be defined as an attempt to encourage acceptance of a follow-up option proposed out of self-interest. The organizational theory framework that both builds on this and is linked to it first shows the diversity of strategic organizational communications before explaining their formal and informal structures.

This paper is the first to offer a comprehensive framework that integrates concrete strategic communication activities as well as the (in)formal organizational structures that lead to their emergence. On the one hand, this enables a more differentiated description of all relevant aspects of communication theory (e.g. tonality, clarity vs. ambiguity and technical dissemination medium). On the other, the organizational theoretical framework offers a systematization that can be used to describe various formal and informal structures comparatively. Above all, this kind of inclusive, integrating framework is the prerequisite for research that relates the diverse concrete strategic communication activities to an organization’s formal and informal rules and thus understands them as (primarily) the result of organizational decisions.

The purpose of this paper is to illustrate that in increasingly financially constrained times, libraries do not require prerequisite specialised marketing expertise to promote their institution and its services successfully by engaging in cost effective marketing initiatives. It also aims to highlight the potential and importance of marketing to enhance services, communicate services and improve library visibility.

A case study is undertaken of the marketing experiences of Waterford Institute of Technology (WIT) Libraries, a small to medium‐sized, publicly funded education institute in South‐East Ireland. The paper details a series of low‐cost, practical marketing measures undertaken by WIT Libraries over the period 2007‐2008, and contextualises them for a collective audience.

WIT Libraries are engaged in a wide range of marketing initiatives, adopting traditional means and Web 2.0 technologies where possible to increase the library's exposure and the services it offers. Predominantly these marketing initiatives do not require a significant financial investment and can be implemented utilising existing library resources in terms of staff expertise and facilities. A “one size fits” all approach does not work for all libraries. Specific marketing techniques can be tailored to suit individual libraries and their users' needs. The authors contend that a range of low‐cost initiatives can be used to successfully promote library services amongst users and the wider community. Further mid‐term evaluation may be necessary.

The paper illustrates with concrete examples how a library with no specialised marketing expertise can adapt to the prevailing financial climate, to engage in cost effective initiatives and promote itself and its services successfully. The article will be of value to similar sized and similarly resourced libraries as a basis for engaging in low‐cost effective marketing initiatives.