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How do entrepreneurs in the public sector effect major policy changes? Are the same entrepreneurs likely to be involved from the idea initiation stage through design, adoption, implementation and institutionalnation, or are there different prominent entrepreneurs in each of the policy stages? What does the pattern of entrepreneurial participation mean for the success of the policy? Utilizing a case study of Performance-Based Program Budgeting (PB2 ) in the State of Florida, this paper employs the observations of key Florida policymakers and advocates to describe the strategic and purposive actions of public entrepreneurs in the four stages of the PB2 budget reform policy process. The work supports current research that major policy changes, such as the adoption of PB2 in Florida, require purposive and strategic actions from public entrepreneurs for their fruition. The paper also contributes to the growing implementation and budgeting literature that describes and assesses performance-based budgeting in the states, and provides observations on necessary conditions for institutionalizing PB2 in Florida.

Acting entrepreneurially in nascent industries is a complex endeavor characterized by uncertainty and ambiguity. Nevertheless, entirely new industries do emerge, often as a direct result of entrepreneurial behavior. We extend and apply discovery and creation approaches to study entrepreneurial behavior during industry emergence by means of qualitative analysis of a film about the personal computer (PC) industry℉s formative years. We find that discovery and creation behavior are fundamentally interrelated and share a common element: bricolage. Moreover, ideological activism is a major component of entrepreneurial behavior in a new industry℉s formative years during both creation and discovery processes. Implications for research and practice are discussed.

Leadership stands out as an enduringly popular, yet often controversial aspect of management. A recent growth in media reports of high‐profile CEO scandals has only served to add more coals to the fire. Leaders like Jack Welch and Bill Gates have been heralded as corporate icons. But today, as we reflect on the troublesome 1990s, business guru Jim Collins believes that there are few real heroes left standing.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

The Rapidly Growing Pump Company (RGP) is a strong performer in the equipment business. It is a subsidiary of a fast‐track Fortune 500 company, one that emphasizes growth and profitability.

This purpose of this paper is to provide an overview of the status of e‐finance and discuss related issues and challenges. Provides data about growth of e‐finance in the last decade. Introduces advances and innovations in e‐finance and challenges facing the financial services and IT industries.

The paper employs the archival method of reviewing related literature (theoretical, applied and empirical) and organizing and presenting the topics to provide an overview of e‐finance status.

The major contributions and finding of this paper include all areas of e‐finance, application of technology to e‐finance, growth of the e‐finance in the financial services industry.

The paper provides areas of e‐finance that face many different challenges and calls for further research in a number of areas related to e‐finance technology and the interface of financial services and IT.

The paper brings all scattered information and data about e‐finance under one umbrella that would make scholars and practitioners aware of advances in e‐finance and applications of innovations and new technology to financial services provided.

The main value or contribution of this paper is bringing together most of available literature, advances, innovations, application of IT in the financial services industry and showing how organizations could benefit from such innovations. It also provides ideas to scholars for further research in this area.

In the Foreword to the first Annual Report of the Commissioner for the Rights of Trade Union Members, Mrs.Gill Rowlands says “As Commissioner I am able to provide material assistance to union members contemplating or taking certain proceedings in connection with … matters specified [in] … the 1988 Act. If assistance is granted, the applicant will know that he/she will not be placed at a disadvantage by a lack of ability to obtain legal advice or pay legal costs in connection with those proceedings.”

The current interest in Industrial Relations has created a demand for training in the skills of negotiation; the training world has responded to this demand with an astonishing spectrum of activity. Old human relations case studies have been lovingly dusted and refurbished, role‐playing has come back into its own and HMSO has made a creditable little fortune for the tax‐payer from its timely booklets at 15p each. All sorts of people, including some of my legal acquaintances who this time last year had never even heard of industry, let alone industrial relations, have been sucked in to meet the demand. This article testifies to my own involvement, although initially without real conviction. Working in the industrial relations field with the late Bill Allen had convinced me that nothing short of major cultural change could significantly improve the negotiating climate in Britain. But this sounds like stealthy autobiography and I shall spare you the tediousness of my history and thinking in this area. Instead, let me indulge in that most deplorable characteristic of British industrial relations practice and do some bashing of the other side. The current crop of industrial relations and negotiating skills training courses gives plenty of scope for such bashing. Of the many practices which merit criticism, two stand out as being irresistibly obnoxious.

We know little of the earliest origins of Billingsgate — we can only conjecture that at some point in or near the City there must have been from the earliest stage wharves for the off‐loading of fish, and a market place for their sale. So it is not surprising that it is uncertain as to what date can be “fixed” for the foundation of Billingsgate. It seems pointless to try to base any such date on the name itself. What does it profit to theorise whether Billingsgate was the water gate of Billing, or whether the name derives from an ancient king Bellin, or whether it descends from the Saxon customs place of Blynesgate?