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Peter G. Scotese, now chairman of the executive committee of Springs Industries, learned about planning chiefly by doing it. Successively a salesman, sales manager, and general manager early in his career, he got actively into planning in the 1960s, when he became the chief executive officer of the Boston Store division of Federated Department Stores in Milwaukee, Wisconsin. In 1969, he joined Springs Mills, now Springs Industries, as the first non‐family president in the company's history. In the mid‐1970s, he became vice‐chairman and chief executive officer. When he retired from active management in April 1982, he had become a confirmed and practiced planner, and he conducted a thorough search for his successor, Walter Y. Elisha. After Scotese's 12 years with the firm, Springs' sales had tripled and earnings from continuing operations had quadrupled. Among the other companies on whose boards he sits today, are Bell & Howell, Armstrong Rubber, National Distillers, and the Dry Dock Savings Bank.

THE re‐organisation of local government in Greater London and the resultant amalgamation of library authorities is viewed by many with considerable misgivings. The upheaval of staff, the loss of status for some senior officers, the general uncertainty for the future—these are very real consequences of the Act and they cannot be ignored. Many chief librarians will see the work of a lifetime, perhaps spent in building up a comprehensive and unified system, made virtually meaningless overnight.

The re‐organisation of local government in Greater London and the resultant amalgamation of library authorities is viewed by many with considerable misgivings. The upheaval of staff, the loss of status for some senior officers, the general uncertainty for the future—these are very real consequences of the Act and they cannot be ignored. Many chief librarians will see the work of a lifetime, perhaps spent in building up a comprehensive and unified system, made virtually meaningless overnight.

The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.

Ingredient branding (IB) strategy and incremental product innovation (IPI) strategy are frequently used complementary strategies in food product marketing to build brand equity. The purpose of this paper is to assist managers in choosing between both the strategies based upon two governing criteria namely the involvement level of the product category and the level of parent brand equity.

The study utilized an experimental design approach. A 2 (product involvement: high vs low)×2 (parent brand equity: high vs low)×2 (attribute strategy: IB vs IPI) balanced, completely randomized factorial design was set up to test the hypotheses.

Findings suggest that IB strategy should be preferred when the product category is perceived as low involvement or when parent brand equity of the brand is low. The IPI strategy should be preferred when the parent brand equity is high. Either of strategies may be favored in case of high involvement products.

The study provides guidance to product managers in choosing between IB and IPI in devising food product development and marketing strategies.

This study is the first of its kind which attempts to compare and contrast between tangible and intangible augmentation strategies to build brand equity.

This chapter examines the potential and barriers for evidence-based practices in Californian schools. In a large and complex school system, the state plays an important role in legitimating the use of certain types of evidence, but evidence-based practices are heavily determined by the resources, actors, and prevailing cultures in a local district environment. Until recently, high-stakes accountability policies mandated improvements in student test performance and intrusive interventions for failure. In recent years, the state has shifted to a different accountability approach that emphasizes local control and the use of multiple measures of school performance to pursue continuous improvement around locally developed goals and interventions. Amid this context, two stories arise about evidence-based practices in California. In one story, a set of major and highly touted districts have led the way in demonstrating evidence-informed continuous improvement district-wide. In these districts, the new state accountability approach, enabling leadership, long-term commitments to collective learning, networked opportunities to learn, and access to elite external expertise have contributed to fairly extensive practices of disciplined team problem-solving involving rich data. In a second story, schools and districts that face resource scarcity, high turnover, and conflict and in which past high-stakes accountability left a deep imprint on prevailing norms and routines, leaders and teachers have had difficulty establishing a conducive context for collective learning. However, given ingrained practices and limited absorptive capacity, it is not entirely clear how to enable productive evidence-based practices in such contexts.

The purpose of this article is to elucidate the concept and measurement of productivity in the service sector. The concept of service productivity is divided into quantity and quality dimensions, and further into output and input elements. Moreover, the issue of measurement is analysed to show the problems related to the elaborated concept of productivity. The content and measurement of the dimensions of service productivity are illustrated through a case study focusing on the second largest insurance group in Finland. The various elements of quantity and quality dimensions were distinguished in the target firm, but especially the quality elements seem to require more serious attention in the future. The article ends with a plea for more interdisciplinary research between scholars on service productivity.

Uses data on 1,550 nonlethal assaults recorded by Baltimore County Police Department. Examines factors that are associated with the likelihood of officer injury after an assault. Notes that factors affecting the probability of assault do not necessarily correspond with the factors that affect the likelihood of injury. Analyzes a broader spectrum of contributory factors than those addressed by other research. Finds inter alia that greater officer proficiency in unarmed defensive tactics may reduce their assault‐related injuries, since most incidents do not involve arms; that in‐service training should be biased toward less experienced officers who are at greater risk; that officer height is a significant variable; that many officers suffer multiple attacks; that domestic disturbances do not rank higher than other dangers, but that this may reflect the possibility that officers anticipate potential violence and take better precautions before attending the scene.

Practitioners need to see their future as being part of the leadership team within organisations, and therefore need to move beyond technical competencies and focus on developing leadership skills.