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User education programmes fall into two categories. They may aim simply to help the student through his course and familiarise him with a single library (short‐term objectives), or to provide a fuller awareness of the generation, role, and use of information which may allow him to research problems in any subsequent professional situation (long‐term objectives). It is argued that the latter are more valuable; the objectives of librarian and student on such courses are discussed in detail. A user education course based on long‐term objectives is described, and its effects on student and library discussed. Finally, the contribution of user education to the “information society” is considered, and user education programmes with long‐term objectives preferred.

Outlines a product definition process which has proved to be successful with the Queensferry Telecom Operation within Hewlett Packard. The process involves two levels of customer relationship – one classed as “development partners” – and the rest as “other” customers. The development partners directly influence a new product definition with supporting information drawn from the other customers and the market competition. The other customers′ needs are addressed after product launch as part of a follow‐on programme of incremental development.

This is a selective annotated bibliography of the literature on Christopher Columbus from 1970 to 1989. The subject is particularly relevant considering the approach of the Quincentenary of the “discovery” of America in 1992. For that same reason, there has been an outpouring of literature on the subject since 1990, a significant subset of which contributes to are interpretation of Columbus the man, his voyages, and their impact on the new world. It is hoped that this more recent literature will be part of a subsequent annotated bibliography.

In the hectic world in which we live it is all too easy to lose sight of our original goals. Day‐to‐day events take on an unprecedented amount of importance relative to our overall aims. What people need more of is an overview of what they are doing to enable clarity and perspective to shine through. Easier said than done, I hear you say, and you are probably right. This special issue of British Food Journal, on the theme of new product development, aims to add perspective by adding a selection of articles on how other industries manage this most important of areas.

The case includes theoretical references to family business, organizational culture, resource-based value and leadership.

The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.

In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.

The case is designed for a management course for upper-level undergraduates.

How organizations view, value and manage their place architecture in relation to identification and corporate identity has received little research attention. The main goal of this paper is to provide an integrative understanding of the relationships between corporate identity, place architecture, and identification from a multi-disciplinary approach. It is assumed that the characteristics of the organization and of the way a corporate identity and place architecture are managed will affect employees’ and consumers’ identification.

The paper uses a theory-building case study within the phenomenological/qualitative research tradition. The data were gathered through 15 in-depth interviews with top management who were working at a London-Based Business School. In addition, six focus groups were conducted with a total of 36 academics, and new empirical insights are offered. NVivo software was used to gain insight into the various influences and relationships.

Drawing on one case study, the findings confirm that firms are using the conceptualizations of corporate identity and place architecture, including the leveraging of tangible and intangible forms of consumers’/employees’ identification, toward a university business school. The insights from a single, exploratory, case study might not be generalizable.

The relationships between corporate identity, place architecture and identification have received little research attention and have hardly been studied at all from the perspective of this paper. This paper has value to researchers in the fields of marketing, corporate identity, place architecture, design, as well as professionals involved in managing a company’s architecture. Drawing on the marketing/management theory of identity and architecture alignment, managers and policy advisors should devote attention to each element of the corporate identity and place architecture and ensure that they are meaningful, as well as in dynamic alignment.

Knowledge management (KM) as a field has been characterized by great confusion about its conceptual foundations and scope, much to the detriment of assessments of its impact and track record. The purpose of this paper is to contribute toward defining the scope of KM and ending the confusion, by presenting a conceptual framework and set of criteria for evaluating whether claimed KM interventions are bona fide instances of it or are interventions of another sort.

Methods used include conceptual evaluation and critique of a variety of types of “KM interventions” and presentation of a detailed analysis of an unambiguous case (The Partners HealthCare case) where KM has been successful.

The critical analysis indicates that the use of tools and methods associated with KM does not imply that interventions using them are KM interventions, and most “KM projects” are probably interventions of other types. The analysis also illustrates a pattern of intervention that can serve as the basis of a long‐term systematic strategy for implementing KM.

This is the first detailed examination of whether KM is really being done by those who claim to be doing it. It should be of value to all those who think about the scope of organizational learning and KM, and who care about unbiased assessments of its performance.

This issue is a selected bibliography covering the subject of leadership.

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

The purpose of this paper is to disclose a new performance accounting method called the MultiCapital Scorecard, which makes it possible to measure, manage and report Triple Bottom Line performance relative to organization-specific norms for impacts on multiple capitals.

The authors set out to expand a pre-existing multiple capital accounting system known as Context-Based Sustainability. Whereas Context-Based Sustainability assesses the social and environmental performance of organizations relative to norms for impacts on non-economic capitals, the MultiCapital Scorecard adds economic performance to the mix.

The authors find that it is indeed possible to measure and report the social, environmental and economic performance of an organization in an integrated, context-based way relative to norms for impacts on multiple capitals. The MultiCapital Scorecard is the result.

The MultiCapital Scorecard is an open-source methodology that any organization can use. For managers or accountants interested in testing, evaluating or adopting multiple capital accounting, it provides a practical and systematic solution.

The MultiCapital Scorecard is transformational, in that it holds organizations and commerce writ large accountable to the limits in, and demands for, vital capitals in the world on a fair and proportionate basis. No other method does this, and yet it must be done if there is to be sustainability in the conduct of human affairs.

The paper describes the world’s first multiple capital, context-based accounting system that organizations can use to measure, manage and report their Triple Bottom Line performance in integrated and quantitative terms. The MultiCapital Scorecard is the authors’ original creation.