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The Dictionary of National Biography (or DNB as it is commonly called and as it will be referred to in this paper) is a classic. Depending on whether a library owns an original edition published by Smith, Elder and Company or a reprint edition published by Oxford University Press, sixty‐three brown volumes or twenty‐two blue volumes and supplements loom bulkily from the shelves. It would be an odd, ill‐trained reference librarian, historian, or scholar of English literature who has never heard of the DNB, let alone used and perused it. But mere bulk does not explain the lasting fame and staying power of this reference work, whose first volume appeared in January 1885 over a century ago.

This study examined the impact of peer mentoring on identity transformation amongst women in prison, exploring how peer mentoring roles develop non-offender identities, contributing to the desistance process.

A qualitative, interpretative approach was adopted. The research was undertaken at a female prison in England and Wales. Data was collected through semi-structured interviews with peer mentors, mentees, project workers and prison officers, alongside focus groups. Thematic analysis was used to analyse the findings.

Being a peer mentor contributes positively to identity transformation for women in prison, fostering a legitimate, non-offender identity critical to the desistance process. Mentors view their role as a desistance signal through their interactions with prison staff. However, it can lead to role conflict and tension with other women in prison and prison staff.

Future studies should consider longitudinal approaches to capture the long-term effects of peer mentoring upon desistance.

Recommendations include leveraging peer mentoring as a rehabilitative intervention, providing ongoing support for mentors and educating prison staff on programme benefits to foster a supportive environment.

Enhancing peer mentoring programmes can improve the well-being of women in prison and support their reintegration into society.

This study examined identity transformation in female peer mentors in prison through the lens of social identity and group membership. To the author’s knowledge, no previous studies have focused centrally on identity or applied social identity theory to explore the psychological mechanisms behind these transformations.

After it introduced the extremely successful Droid smartphone into the market in 2009, Motorola quickly moved to develop the next-generation Droid 2 before the next wave of smartphones (including the rumored iPhone 4) flooded the market. The development process was moving smoothly for the company when Verizon, its biggest partner, dropped a bombshell. It wasn't happy with the mechanical camera button on the Droid 2 (citing customer feedback) and wanted it to be changed to a software button like the iPhone's. This request immediately placed Motorola in the proverbial horns of a dilemma. On the one hand, it couldn't brush away the request of its biggest and most important partner. On the other hand, changing the camera button now would mean delaying the Droid 2's entry into the market. Should the Droid 2 team remove the camera's hardware button in favor of a software button per Verizon's request, or not?

John Smith, the product manager, leads the cross-functional Droid 2 team. The case setting is an emergency “war room” meeting to address this critical issue, just weeks prior to launch. John's objective is to obtain the salient facts and opinions of team members quickly so he can make an informed recommendation to his boss by the end of the day. He is concerned that this last-minute request for a design change will not only threaten to delay the launch, which would have significant financial implications, but could potentially create deep fissures in a hitherto effective team that had been running like a well-oiled machine.

The case puts students in a situation that simulates a real-world discussion and allows them to experience what it is like, as a product manager, to orchestrate a meeting with cross-functional teams that have conflicting priorities and agendas. It illustrates the challenges a product manager faces while striving to make important decisions with little or no direct authority over the various teams.

After reading and analyzing this case, students will be able to:

• Experience the dynamics of cross-functional teams in product management

• Practice running effective and productive meetings

• Practice bringing together various personalities and points of view

• Understand the importance of setting goals and clear expectations

• Internalize the importance of building relationships and influencing teams, even when you do not have direct authority

Experience the dynamics of cross-functional teams in product management

Practice running effective and productive meetings

Practice bringing together various personalities and points of view

Understand the importance of setting goals and clear expectations

Internalize the importance of building relationships and influencing teams, even when you do not have direct authority

Social network analysis (SNA) may be useful in the exploration of the potential intersection between organizations, human relations (HR), public relations (PR), and corporate social responsibility (CSR) or sustainability issues. In an age of PR, social media have an important function, as reflected in the employee engagement movement. Visualization through mapping of Twitter data allows researchers to identify centers of social influence in which content travels through key accounts during sharing. Computer-mediated communication (CMC) concepts of identity, interaction, and community offer potential for future research.

Economic sustainability is a pressing concern for many digital library projects. One key to achieving economic sustainability is to make the digital library an integral part of its parent organisation. This can be done by having a sound product, launched at the right stage, and valued by users. Influential champions for the digital library are also required and librarians must be prepared to network and cultivate useful contacts. Funding sources can include sponsorship, in‐kind support, fee charging and the ultimate aim, integration.

Monash University Library (MUL) has embraced eLearning as a strategy in its contribution to information research and learning skills development within the university. The purpose of this paper is to describe an evaluation of the implementation of the strategy with recommendations for sustaining and improving practice.

The evaluation is divided into four categories using a mixed methods methodology for evidence gathering. Quantitative and qualitative data are obtained from both primary and secondary sources for an enriched understanding of practices.

Findings suggest that library staff have gained knowledge and skills indicating a sustainable strategy. However, further work is required to sustain staff development and support staff requirements in the long term.

This research is limited by its wide focus. Although this is mostly resolved through the use of multiple data collection methods, the thoroughness of the evaluation may have suffered while attempting to be comprehensive.

The conclusions of this evaluation as well as methods of its execution can be shared with other institutions wishing to produce eLearning resources in a sustainable and effective manner.

MUL develops its eLearning resources in-house, whereas many other institutions outsource. The findings of this case study could be viewed as a positive indication of this in-house practice, which in turn might inform other organisations who are looking for a financially beneficial eLearning alternative.

This paper aims to study the formation and preservation of behavioral integration (BI) in the top management team (TMT) of The Church of Jesus Christ of Latter-day Saints from 1844 to the present.

An analytically structured history approach within a case exemplar framework is adopted. Theoretical insights are extrapolated from the case study to form a process model of BI formation and preservation in TMTs.

The findings reveal that three factors primarily influence BI creation (induction, education and cementation) and that BI is preserved via an iterative process that is driven by CEO conservatorship, intentional mentoring and social modeling.

This study investigates an unexplored area in upper echelons theory: the process by which BI is formed and preserved in TMTs and presents a process model of BI formation and preservation that shifts attention in the literature from analyses of the effect of BI on various organizational outcomes to how it can be formed in the first place and then preserved.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.