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The purpose of this article is to examine several free Web-based tools for library instruction, including links to actual use by libraries.

Free Web-based technologies were explored to determine use in library instruction.

Free Web-based technologies are used for instruction by academic, medical and public libraries.

This paper examines some newer Web-based technologies that are used in library instruction.

The purpose of this paper is to examine the relationship between athletic participation and the acceptance of rape myths in an effort to further identify cultural and social institutions that may contribute to adherence to and glorification of rape culture.

A random sample of 685 first semester, university freshmen were surveyed about their high school sports participation and levels of rape myth acceptance (RMA). Linear regression models were estimated to examine the relationships between participation in sports, the type of sport participation and the acceptance of rape myths.

Those involved in athletics, generally, and those involved in team sports are more accepting of rape myths than are their counterparts. These results hold true for the full sample and for males and females, when examined separately. Participation in contact sports was not significantly predictive of RMA.

Athletics may provide a culture that is particularly prone to a belief in rape myths, which jeopardizes the integrity of collegiate sports. Policies should focus on changing offender behavior not victim behavior to create safer and more inclusive communities. Educating youth about the nature of rape myths and providing them with skills to resist such thinking is paramount. Focused programs and training could reduce the likelihood of accepting rape myths and, in turn, may make high school and college campuses safer.

This paper contributes to prior research by examining a sample of first semester university freshmen about their high school athletic participation and RMA. This research not only minimizes the effects of college level influences but also distinguishes between different forms of athletic involvement.

Political correctness, also known as “PC,” has generated much discussion on both the Right and the Left. The greatest debate comes from college campuses. Political correctness derives from the principle that ethnic diversity, i.e., multiculturalism, can and should be preserved and protected. Ironically, the term originated in the Marxist era, when it was used to enforce conformity in the advancement of a particular Marxist view. The term became obsolete until it was revived in the 1980s (D'Souza, 1991).

This paper aims to explain the SEC's new Rule 201 and amended Rule 200(g), which are designed to improve the regulations that address harmful shortselling practices.

The paper summarizes Rule 201, discusses the reasoning behind the “alternative uptick rule”, defines “covered securities” to which Rule 201 applies, explains why the commission chose the national best bid as the basis of the execution of short sales during the circuit breaker period, discusses the SEC's policies and procedures approach, explains conditions under which a broker‐dealer submitting a short‐sale order after the circuit breaker is triggered submitting a short sale order after the circuit breaker is triggered may mark the order “short exempt,” explains the reason an exception for market making activities is not included in the rule, and discusses the implementation period and the need for broker‐dealers to develop new policies and procedures.

Broker‐dealers and other market centers will need to dedicate significant compliance and systems resources to develop the policies and procedures and systems enhancements necessary to comply with the rule.

The paper provides practical guidance from experienced securities lawyers.

To date, the limited level of attention devoted to equity issues has perhaps been clearest in work done outside of the social sciences, but in our view, even social science work on environmental issues has devoted too little attention to the importance of equity and inequality. In an chapter that proved particularly influential in spelling out approaches for analyzing relationships between society and environment, for example, Dunlap and Catton (1983); see also Dunlap (1993) noted the importance of recognizing three “analytically distinguishable functions” of the biophysical environment, reflecting the fact that humans tend to use the environment as (1) a dwelling place, (2) a source of supplies, and (3) a repository for wastes. The typology has been influential in part because it is so simple and so useful. In addition, as noted in later work by Dunlap (1993) and Dunlap and Catton (2002), for example, one factor behind rising awareness of environmental problems, particularly in the context of the social problems literature, is that these three functions tend to be incompatible with one another. In present-day homes, for example, we tend to separate bathrooms from bedrooms from eating places, and more broadly, across many of the world's cultures, the pressure to devote more and more of the finite space available to one such function – for example, waste disposal – is in fact increasingly running into competing demands to use the same spaces for resource supplies or living spaces.

The purpose of this paper is to present a viewpoint on aligning strategy and execution to produce superior business results.

The paper examines the long-term financials of the top ten growers to reveal companies that have continued to grow in good economic times and bad, including the Great Recession. While some companies dug deeper into their core businesses during the financial crisis, others continued to innovate.

Where companies continued to focus on strategy execution, they were rewarded, for example, Amazon’s compound annual growth rate for the ten-year period that included the financial crisis was 36.45 per cent; in the past three years, Amazon’s compound annual growth rate (CAGR) has been 56.76 per cent. Most of the top ten long-term growers are headed by the same founder/entrepreneur.

Look beyond the past three years for models of successful strategy execution.

For long-term company leaders, entrepreneurs, or turnaround experts, strategic execution is no oxymoron, but a requirement for growth and, ultimately, their unique responsibility.

The paper identifies three major focus areas for strategy teams and company leadership: 1. customer centricity and strategy execution; 2. learning from survivors; and 3. rethinking capabilities and talent.

As a professor of strategic management and as a consultant to organizations on strategy and marketing transformation, we have focused on the activities that are necessary for leaders to create effective strategy and to execute successfully. We have also been responsible for equipping the larger teams of strategy professionals (and future strategy professionals) who support these leaders with the approaches, the methods, and the tools necessary to plan effectively, to assess effectiveness, and to correct problems in strategy and execution. We bring that perspective to this viewpoint paper.