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This study endeavors to deepen our understanding of intercultural conflict by the detailed development of a particular case. The case chosen is the controversy over spearfishing between the largely white protest community in northern Wisconsin and the Native American (Anishinabe) community in the same region. This study identifies and examines a kernel image which serves simultaneously as common and uncommon ground across the two communities, thus helping to escalate and prolong the conflict. This process is further explored through the identification and articulation of the rhetorical visions which embody the common sense of a community and are expressed through the collective discourse of that community. Finally, implications for intercultural conflict in general are discussed.

Bradford distributions describe the relationship between ‘journal productivities’ and ‘journal rankings by productivity’. However, different ranking conventions exist, implying some ambiguity as to what the Bradford distribution ‘is’. A need accordingly arises for a standard ranking convention to assist comparisons between empirical data, and also comparisons between empirical data and theoretical models. Five ranking conventions are described including the one used originally by Bradford, along with suggested distinctions between ‘Bradford data set’, ‘Bradford distribution’, ‘Bradford graph’, ‘Bradford log graph’, ‘Bradford model’ and ‘Bradford’s Law‘. Constructions such as the Lotka distribution, Groos droop (generalised to accommodate growth as well as fall‐off in the Bradford log graph), Brookes hooks, and the slope and intercept of the Bradford log graph are clarified on this basis. Concepts or procedures questioned include: (1) ‘core journal’, from the Bradfordian viewpoint; (2) the use of traditional statistical inferential procedures applied to Bradford data; and (3) R(n) as a maximum (rather than median or mean) value at tied‐rank values.

The library services we provide today are built on the skill, energy and vision of earlier generations of librarians; yet most of these pioneers remain unknown. Examines the career of Butler Wood, librarian at Bradford for 50 years, 41 of them as chief librarian. In addition to the successful development of a major municipal library, he developed art gallery and museum services; was a founder member and contributor to many literary, historical and cultural organizations; he influenced the development of reference and rural libraries; and he contributed to the growth of the library profession itself. An appreciation of this visionary scholar/ administrator can provide inspiration today.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

This paper aims to explore the entangling of economic, social and cultural values which circulate in visual branding, reflect business practice and add intangibles to organisations.

The study is placed in the context of the difficulties and shortcomings of accounting for brands. A conceptual framework is constructed, based in critical theory from arts disciplines, notably from the thought of Barthes, Panofsky and Peirce. The icon is a primary denotation or representation. Iconography is a secondary level of coded meaning. Iconology is an interpretation that calls on the unconscious. Intermingling of the icon and the logos is considered. This accounting context and arts framework are used to compare the financial statements of the Bradford & Bingley Bank with its visual branding.

The financial statements are almost silent regarding brands, in line with regulation. In response to the greater competition that accompanied deregulation and globalisation, the Bank's lending and funding practices become more innovative. The visual framework reveals a changing iconography and iconology where class, detectives, music hall and the bowler‐object may be discerned. An iconology is suggested of dreamlike connotations and magical powers in the collective unconscious. The Bradford & Bingley have actively managed their visual branding to reflect and appeal to a changing society, and a more competitive business environment.

The study provides a model which may be applied to visual aspects of financial reporting and branding. It would benefit from an assessment of readership impact.

The analysis is of interest to accounting researchers, practitioners, trainees and auditors. It illuminates the ways in which visual branding interacts with business practices and conveys intangible values that are not reflected in the accounts.

The paper augments theoretical and empirical work on visual images in accounting.

The methodology and findings are presented of an empirical study comparing local citation patterns with the holdings lists of a number of sources of journal articles. These sources were the British Library Document Supply Centre (BLDSC) and the BL inside service, library holdings, ProQuest Direct, SearchBank, EiText and a linking system including both the Geobase database and the BLDSC. The value of local citation figures is discussed, as is the concept of a “core” of journal titles, from both theoretical and practical perspectives. Using these figures to represent the local use of journal articles, the coverage of the document sources was found to vary widely. Unsurprisingly, the BLDSC was found to offer the widest coverage. Newer, electronic systems generally fared less well, but may offer other advantages.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

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

BUSINESS SCHOOL GRAFFITI is a highly personal and revealing account of the first ten years (1965–1975) at Britain’s University Business Schools. The progress achieved is documented in a whimsical fashion that makes it highly readable. Gordon Wills has been on the inside throughout the decade and has played a leading role in two of the major Schools. Rather than presuming to present anything as pompous as a complete history of what has happened, he recalls his reactions to problems, issues and events as they confronted him and his colleagues. Lord Franks lit a fuse which set a score of Universities and even more Polytechnics alight. There was to be a bold attempt to produce the management talent that the pundits of the mid‐sixties so clearly felt was needed. Buildings, books, teachers who could teach it all, and students to listen and learn were all required for the boom to happen. The decade saw great progress, but also a rapid decline in the relevancy ethic. It saw a rapid withering of interest by many businessmen more accustomed to and certainly desirous of quick results. University Vice Chancellors, theologians and engineers all had to learn to live with the new and often wealthier if less scholarly faculty members who arrived on campus. The Research Councils had to decide how much cake to allow the Business Schools to eat. Most importantly, the author describes the process of search he went through as an individual in evolving a definition of his own subject and how it can best be forwarded in a University environment. It was a process that carried him from Technical College student in Slough to a position as one of the authorities on his subject today.