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This article is a concise overview of Knowledge Management — what does the term mean, who uses KM, what are the benefits? How do we make the process work, and how does it appeal to others? It is a current topic that is important to understand and make use of.

What is it that makes an Intranet work? How do you get members of the organisation to use it? With apologies to Estate Agents, the answer can probably be summed up as ‘Planning, Planning and Planning.’ That is, planning Who the Intranet is for, planning What it is intended to achieve; and planning How it is to be achieved.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

SOMEWHAT ENERVATED, this day, to receive in the same post letters addressed to ‘Clive Bongley Ltd’, ‘Clair Bingley Ltd’, and a tearsheet advertisement circulated by our Australian agents of ten years' standing describing us as ‘Charles Bingley Ltd’.

The purpose of this paper is to understand the internal branding process from the perspective of service providers in Thailand. It will reveal the key internal branding mechanisms and empirically assess the relationship between internal branding and employees' brand attitudes and performance.

A case study representing the Thai hotel industry is adopted with mixed methodologies. In‐depth interviews are first carried out with 30 customer‐interface employees in six major hotels in Thailand. On a census basis, a quantitative survey with 699 respondents from five major hotels in Thailand follows.

Internal branding coordinating marketing with human resource management has a statistically significant impact on attitudinal and behavioural aspects of employees in their delivery of the brand promise. As employees' brand commitment do not have a statistically significant relationship with employees' brand performance, it is not regarded as a mediator in the link between internal branding and employees' brand performance.

A number of significant managerial implications are drawn from this study, for example using both internal communication and training to influence employees' brand‐supporting attitudes and behaviours. Still, it should be noted that the effect of internal branding on employee behaviours could be dependent on the extent to which it influences their brand attitudes.

The paper provides valuable insights, from the key internal audience's perspectives, into an internal branding process. It has empirically shown the relationship between internal branding and the behavioural outcome as well as the partial meditating effects of employees' brand identification, commitment and loyalty.

Across the United States (US), COVID-19 vaccination coverage was lower in rural counties compared to urban counties, exacerbating rural health inequities. While rural communities fall short of the public health goal to vaccinate all who are eligible, most rural residents have chosen to vaccinate for COVID-19. The aim of this study was to better understand rural New Mexicans' attitudes and beliefs about COVID-19 vaccines.

We conducted and analyzed 51 in-depth, semi-structured interviews with adults living in rural New Mexican counties, covering a range of topics related to the pandemic, including vaccines. These interviews were conducted in the Summer of 2021 after the vaccines were widely available to all adults over the age of 18 and youth between the ages of 12–17, but not yet available for children under 12 years.

Two major perspectives were identified: (1) the idea that COVID-19 vaccinations are a tool that individuals can use to achieve freedom and protection and (2) the view which regarded vaccines as an infringement of personal rights and one's autonomy of health. For people who viewed the vaccine as a tool for freedom, several themes emerged, including (1) a preference for vaccine manufacturers, specifically a preference for Pfizer, and (2) frustrations related to vaccine access, specifically, older adults expressed frustrations with the difficulty of scheduling vaccination appointments. However, most participants felt as though they had enough vaccination resources. For people who viewed vaccines (and vaccine mandates) as limiting their freedom, additional themes emerged: (1) overarching distrust of government and the perception that vaccines were an extension of government and (2) distrust in the vaccines themselves, including a perceived lack of research on the vaccines and a perception that the vaccine was developed in too short of a period. Some of the people who hold these beliefs are also vaccinated. We draw from social psychology theories to better understand how people who hold a rural identity come to establish different beliefs and practices compared to larger metropolitan regions. While political identity is a contributor, of our participants, the group who were most likely to report not being vaccinated were the “independent” or “unaffiliated voters.” Our findings can help craft culturally responsive vaccine initiatives for rural communities.

An attempt is made to assess changes that have occurred in the New Zealand industrial relations system over the last four years. The relationship between traditional modes of operational practice based on government intervention through the medium of statute law, and the perceptions of change held by employers and trade unions, in response to current legislative restructuring is examined. The analysis of change is located within the larger aims of the current administration, to increase economic efficiencies through the medium of de‐regulation of a range of traditional interventionalist institutions. In this context, current initiatives have to be examined against a range of governmental policies that are still in the process of evolution.

Creativity is not a new phenomenon. Neither is entrepreneurial marketing. This paper offers a discussion, based on both classical and contemporary evidence from the world of art, on how creative ability can give both the individual and the smaller firm a competitive advantage. Instead of adopting a replicative, quantitative methodology, as found in many smaller firm studies concerning marketing and entrepreneurship, this work embraces an alternative methodology by examining actual creative practice, as well as investigating the creative metaphor. It is believed that a range of useful outcomes will emerge from this, ranging from the promotion of awareness of the need for creativity in the smaller firm, given the inherent lack of many other resources, to the belief that those researching at the Interface will also benefit from adoption of alternative methodologies in order to generate new theory.

The purpose of this paper is to understand the internal branding process from the employees' perspective; it will empirically assess the relationship between internal branding and employees' delivery of the brand promise as well as the relationships among their brand identification, brand commitment and brand loyalty.

On a census basis, a quantitative survey is carried out with 699 customer‐interface employees from five major hotels.

Internal branding is found to have a positive impact on attitudinal and behavioural aspects of employees in their delivery of the brand promise. As employees' brand commitment does not have a statistically significant relationship with employees' brand performance, it is not regarded as a mediator in the link between internal branding and employees' brand performance. Furthermore, the study shows that brand identification is a driver of brand commitment, which precedes brand loyalty of employees.

A number of significant managerial implications are drawn from this study, for example using both internal communication and training to influence employees' brand‐supporting attitudes and behaviours. Still, it should be noted that the effect of internal branding on the behaviours could be dependent on the extent to which it could effectively influence their brand attitudes.

The results provide valuable insights from the key internal audience's perspectives into an internal branding process to ensure the delivery of the brand promise. It empirically shows the relationship between internal branding and the behavioural outcome as well as the meditational effects of employees' brand identification, commitment and loyalty.

The purpose of this paper is to reveal the lived experience of toxic leadership for a cohort of 11 individuals who work, or have worked, in the field of higher education in Ireland. Drawing on national and international literature, as well as the testimonies of a cohort of academic and administrative staff, the study considers the impact of this negative management style on these individuals as well as upon the organisation itself.

A total of 11 self-selected individuals (four males and seven females) were interviewed for this pilot study. Data from the semi-structured interviews were organised thematically and analysed with the support of the computer software package MAXQDA®.

The results show that the experience of toxic leadership was profound for the interviewees across a number of contexts. They reported adverse physical and psychological impacts as well as detailing the repercussions for their respective career trajectories as they endeavoured to safely navigate their often-hostile work environment. Human resources departments within their respective institutions were the focus of considerable criticism by the interviewees who highlighted, what they saw as, the inherent contradiction/tension between the perceived roles and responsibilities of such departments in addressing or resolving interpersonal work-related disputes.

The findings expand on the extant scholarly literature on toxic leadership in higher education and, for the first time, offer a revealing insight on this phenomenon within the Irish context.