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Chester Whitney Wright (1879–1966) received his A.B. in 1901, A.M. in 1902 and Ph.D. in 1906, all from Harvard University. After teaching at Cornell University during 1906–1907, he taught at the University of Chicago from 1907 to 1944. Wright was the author of Economic History of the United States (1941, 1949); editor of Economic Problems of War and Its Aftermath (1942), to which he contributed a chapter on economic lessons from previous wars, and other chapters were authored by John U. Nef (war and the early industrial revolution) and by Frank H. Knight (the war and the crisis of individualism); and co-editor of Materials for the Study of Elementary Economics (1913). Wright’s Wool-Growing and the Tariff received the David Ames Wells Prize for 1907–1908, and was volume 5 in the Harvard Economic Studies. I am indebted to Holly Flynn for assistance in preparing Wright’s biography and in tracking down incomplete references; to Marianne Johnson in preparing many tables and charts; and to F. Taylor Ostrander, as usual, for help in transcribing and proofreading.

A public library budget can serve varied purposes: a contract, a management tool, a communication mechanism, a financial control mechanism, a motivator, a plan, a major policy‐making tool and as an instrument of democracy. This paper presents a methodology that public library directors can use to determine if the budget contains the information they need in order to make decisions.

Beard, Academic Librarian extraordinaire, explains how West Georgia College affects not only his community with its services to all comers — including youth — but how the bottom line for libraries is impacted throughout the state. Beard's message centers on the key role cooperative collection management can play in combatting the high cost of providing adequate services to today's youth.

Formal, planned communication between all types of libraries and “telling the state's library story” resulted in the largest single appropriation of new money to libraries, from the state lottery, in Georgia history. This climax follows a string of funding accomplishments including a 20 percent increase in materials grants, maintenance, and operating funds over an eight‐year period. Describes the strategies so successfully used at the state level to communicate funding needs and increase library capital and operating funds.

The “theory” in the distinctive sociological theory of C. Wright Mills is this: American society was increasingly “postmodern,” by which he meant a society devoid of reason and freedom as practical features of everyday life and thus a societal formation fundamentally severed from the aims and optimism of The Enlightenment (Mills, 1959b, p. 13, p. 166, also 1959a). With Max Weber and John Dewey principally in mind, but also upon the benefit of his study of Marx and the Frankfurt School, Mills argued that “rationality without reason” was coming to dominate lived experience (see Dandaneau, 2001, 2006, 2007).

An empirical investigation of the relative emphasis placed by high‐tech firms on various sources of competitive advantage. Five strategies are identified. The most widely used, called “balanced”, employs a number of different sources of competitive advantage. One strategy is based heavily on product quality, another purely on technological performance. A further strategy, “mass marketing”, places emphasis on heavy promotion and wide distribution. The final strategy is a “value for money” position placing emphasis on both competitive pricing and technical performance. Also shows that choice of strategy depends on product type, market type, market sector and the rate at which products are replaced.

In the summer of 1994, Stephen Portch, the new chancellor of the University System of Georgia (USG), issued a call for projects that would benefit all 34 public colleges and universities (see figure 1). For the past several years, a subcommittee of library directors in the University System had been meeting regularly with representatives of the vice chancellor for information and instructional technology (IIT) to discuss possible electronic library proposals and sharing the results of these meeting with all library directors in the system through the Regents Academic Committee on Libraries (RACL). Thus, when the chancellor requested proposals, there was already a consensus on the services and features that were most desirable for the University System libraries.