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CATS provides most of the needed acquisitions operations for a typical library. It is easily mastered and straightforward, even for the most unsophisticated user. CATS is versatile, flexible and essentially free of awkward demands and hidden traps. For those who already own the dBase III database package, on which CATS depends for its operation, the price of CATS is certainly an attractive one. Libraries needing instant acquisitions automation should give it serious consideration. CATS runs on IBM/PCs and compatible computers. It requires the use of the dBase III database package. CATS sells for $100 from David Morse or Alice Karasick, USC Norris Medical Library, 2003 Zonal Ave., Los Angeles, CA 90033, USA. (213) 224–7413.

With the large majority of colleges and schools of business integrating ethics into their curricula, business ethics educators must work to improve the quality of instruction and find methods that enhance student learning. Because many films now address business ethics issues, the content of these films may be used to enhance the teaching of business ethics to undergraduate and graduate business students. This chapter suggests films that may be presented in business ethics classes to illustrate the four ethical categories set forth by the accrediting body for schools of business, The Association to Advance Collegiate Schools of Business (AACSB International), in their 2004 report on ethics education in business schools: ethical decision-making, ethical leadership, responsibility of business in society, and corporate governance.

Organizational agility is becoming a critical component of organization development and change due to the increasingly continuous and iterative nature of change. This explanatory mixed methods study demonstrates the effect of collective thriving on change agility and positions collective thriving as a psychological state that contributes to organization agility. Attunement is hypothesized to be a point of leverage to increase the state of collective thriving and was found to moderate the relationship between collective thriving and change agility. The qualitative study investigates characteristics of high- and low-thriving teams and furthers the understanding of collective thriving and change agility.

While the popular image of the Sherman Act is that of a “trust-busting” statute, conduct remedies have been more common than structural relief. This paper evaluates the effect on economic welfare of conduct remedies that have resulted from ten prominent Sherman Act monopolization cases. In general, we find that in some cases the behavioral relief has had no consequence other than the cost of litigation and cost of compliance; in other cases, the remedies probably reduced consumer welfare. Cases studied are United Shoe Machinery, AT&T, Std. Oil of California, IBM, United Fruit, Kodak, Safeway, GM, Jerrold, and Blue Chip Stamp.

Brevard College is a small, liberal arts college in Western North Carolina committed to experiential education. The Teacher Education Program prepares future teachers to lead the next generation of learning communities by nurturing values and skills necessary for inquiry-based teaching. Darling-Hammond (2005) reaffirms that one critical aspect of school reform is “preparing accomplished teachers who can effectively teach a wide array of learners to high standards … essential to economic and political survival” (p. 238). Admittedly, this is no easy task. Newly licensed candidates face a convergence of politics, economic, and demographic 21st century realities. Faculty and candidates need a deep understanding of constructivist theory to prepare for inquiry-based teaching. This knowledge must not just be a tag line on a syllabus but embedded in heads and heart. Reflecting on how theory is put into practice, through explicit minds-on/hands-on field experiences in diverse community partnerships, teacher candidates are empowered. The lessons learned by a newly licensed constructivist-based teacher boldly sharing his passion for inquiry-based teaching in a public school setting offers a glimpse of potential hope.

Glaxo has developed a corporate source of comprehensive information on hazardous substances, which is available to staff throughout the Glaxo Group as an online Substance Information Database (SID) or via print. A structured approach has been taken to data collection, with key hard copy and computerised health and safety information sources being searched in a hierarchical fashion. Through a knowledge of the coverage of the sources, and practical experience of their use, a complete substance information profile is built up through selective searching. The data is evaluated by in‐house specialists in toxicology, occupational health and safety and the compiled data sheet is authorised by the appropriate Company Safety Co‐ordinator before it is released onto SID.

This paper explores how firms within the audience measurement industry, specifically its radio and television markets, have navigated myriad market and nonmarket challenges. The market strategies and the nonmarket forces that constrain those strategies are largely defined by two features: the delineation of its geographic markets by political boundaries and markets that have natural monopoly characteristics. While the pre-monopoly stage or periods of competition may be comparatively short-lived, they are still telling. Monopolists undertake market strategies designed to ensure that they are not supplanted and nonmarket actions geared to avoiding undesirable constraints and reputational damage. Depending on their legal and regulatory environment, customers of the measurement services have used both market and nonmarket actions to mitigate the market power of the audience measurement firms. This paper focuses primarily on the U.S. radio and television audience measurement markets that Arbitron and Nielsen, respectively, have dominated for decades. Non-U.S. markets, which frequently feature America’s foremost firms, illustrate alternatives to America’s largely laissez-faire approach.

Stopping and questioning citizens is an important policing tactic. Prior research explores citizens’ perceptions of stop and question policing, or “SQP”, by municipal police, yet campus police also use this tactic. The purpose of this paper is to understand whether and why college students believe campus police should have the right to engage in SQP.

Data come from 73 in-depth interviews with students attending a university in metropolitan Atlanta, GA. The sample was obtained through convenience and purposive sampling methods. Data were analyzed using the ethnographic perspective.

Most participants said campus police should practice SQP for three reasons: it is their job; SQP is an effective crime fighting tactic; and SQP is useful given the features and functions of college campuses. Among participants who said campus police should not practice SQP, they were concerned that officers would use it in unwarranted situations.

Findings suggest that the police might be able to reduce resistance to SQP by clearly explaining to suspects why they are being stopped and also clarifying to the public the legal thresholds for stopping and questioning citizens.

This is the first study to consider perceptions of SQP by campus police. The findings also shed light on how campus and municipal police are (dis)similar in perceptions of their SQP practices.

The purpose of this paper is to contribute to knowledge in the field of business by recognizing two historic entrepreneurs who played an important role in the African-American community, and by viewing their contributions through the lens of servant leadership.

The study is conducted by reviewing and synthesizing a number of writings from sources, such as history journals, newspapers and other resources.

The main finding is that two former slaves (Merrick and Herndon) practiced servant leadership in the early twentieth century as a way to create jobs and transform communities.

The contributions made by African-Americans have not been adequately covered in the literature. This paper begins to fill a noticeable void by highlighting the contributions of two former slaves who managed to become successful servant leaders within their communities.