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OUR EDITORIAL in the January NLW dealt with the terminology for resource centres and their content. Since then we have dipped into Advances in librarianship, vol 1 1970, read Chase Dane's article on ‘The changing school library’, and do not like the term ‘instructional media center’, either. Nor do we like the insistence in the article that the purpose of an imc is different from that of a conventional library. ‘The new facilities it demands’, says Dane, ‘reflect a new approach with emphasis on individualized instruction, and a fresh way of helping students learn’. ‘Always before’, we read, ‘the value of the school library has been limited to students who could read or who liked books or who were able to use them effectively. The imc has changed all this. It appeals to the non‐reader as well as to the reader. A student doesn't have to be a good reader to get help from the library. Even if he is a poor reader, there is now a way, through audio‐visual materials, for him to acquire the knowledge he wants’.

Just before dawn the pharmacist in the hospital of the Federal penitentiary at Columbus, Ohio, finished the short story he had been working on most of the night. He flexed the fingers of his right hand, leaned back in his chair, and pushed up the green celluloid eyeshade which protected him from the glare of the gas lamp that spluttered over his desk. Then he picked up his pen again and wrote the title of the story at the top of the first page: Whistling Dick's Christmas Stocking. Under it he signed his name with a flourish: “O. Henry”.

The hoary old problem of fiction standards is still with us, it seems, and the question of whether or not to provide what is alternatively called “the ephemeral” and “the meretricious” continues to be mooted extensively at professional meetings. Meanwhile, most of us willingly supply at least a quota of romances, thrillers and westerns for those hordes of voracious readers who are so fiercely addicted to them. We adopt a policy of appeasement, and, within certain limitations, all is well. Romances, we may tell ourselves, are not all elongated versions of stories in pulp magazines. Thrillers have a high‐brow pedigree: even people with the intellectual attainments of Bertrand Russell revel in them. And westerns—

The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition.

The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change.

Investigating whether dual process theory is sufficiently clear, the authors found ambiguity. Specifically, the current definition provided by Dane and Pratt is not clear in terms of its four sections: the consciousness of non-conscious processing, involving holistic associations, that are produced rapidly, which result in affectively charged judgments. Finally, the authors note that the evolutionary perspective is missing and they provide foundational concepts for such a perspective, including the discussion of information templates, memes and genes, as argued by research, condition intuition.

The paper finds that an evolutionary perspective develops a picture of intuition as an adaptive resource. This evolutionary perspective is currently absent in research and the authors provide foundational concepts for such a perspective. They propose specific arguments to highlight the evolutionary perspective.

Each year, U.S. corporations invest billions of dollars in mergers and acquisitions. Unfortunately, the resulting combinations all too often fail to produce the benefits envisioned by management. As a consequence, few corporations are able to boast an unblemished string of successful acquisitions. This article provides an overview of measures that can be taken to better assure the success of such transactions.

In considering the lager beer industry of Denmark it may not seem out of place to recall the main facts regarding the researches of E. C. Hansen. It is due to Hansen, a Dane, that the brewing industry throughout the world was placed on a scientific basis so far as the employment of pure yeast cultures is concerned. The brewing of lager beer had been for long successfully practised in certain European countries, notably in Germany. In a word what may be termed the mechanical technik was well understood, but a knowledge of the underlying biological principles so far as they related to the nature and action of the yeast employed had not advanced so far. The study of micro‐organisms in general had but just commenced. Their very existence in many cases was not even suspected. The employment of yeast in brewing practice was largely of the “hit and miss” kind, and continued to be so until fifty years ago. It is true, of course, that excellent beer was being made in this country and on the continent, both top and bottom fermentation kinds, as it had been for centuries past, but the power to control the nature of the beer by using a pure culture of a selected variety of yeast was not possible until Hansen had made his investigations and published the results in 1883.

The statements which have recently been made in various quarters to the effect that Danish butter is losing its hold on the English market, that its quality is deteriorating, and that the sale is falling off, are not a little astonishing in face of the very strong and direct evidence to the contrary furnished by the official records. As an example of the kind of assertions here alluded to may be instanced an opinion expressed by a correspondent of the British Food Journal, who, in a letter printed in the March number, stated that “My own opinion is that the Danes are steadily losing their good name for quality, owing to not using preservatives and to their new fad of pasteurising… .”

The purpose of this paper is to draw on the naturalistic decision making and cognitive science literature to examine how experienced crisis managers utilize the intuitive and analytical strategies when managing complex incidents. A cognitive model that describes the interplay between strategies is presented and discussed, and the specific role that intuition plays in analytical decision making is addressed.

Designed as a conceptual paper, the extant literature is reviewed to advance discussions on the theme of intuitive and analytical decision making in the naturalistic environment. A new model of expert intuition – the information filtering and intuitive decision model – is presented and evaluated against existing cognitive models from the wider literature.

The paper suggests that experts’ ability to make intuitive decisions is strongly hinged on their information processing skills that allow irrelevant cues to be sifted out while the relevant cues are retained. The paper further revealed that experts generally employ the intuitive mode as their default strategy, drawing on the analytical mode only as conditions warrant.

Prior research has shown that experts often make important task decisions using intuitive or analytical strategies or by combining both, but the sequence these should typically follow is still unresolved. Findings from the intuition model reveal that although intuition often precedes analytical thinking in almost all cases, both strategies exist to offer significant values to decision makers if the basis of their application is well understood.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides: