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The purpose of this paper is to examine a model of corporate and civic communities as it relates to change in rural Atlantic Canada. The aim is to frame questions relevant to what appears to be a situation of changing paradigms.

This paper is largely conceptual. An exploration of Lyson's model of corporate and civic communities, review of selected Atlantic Canada historiography, and preliminary findings of a research consultation offer understanding of the historical and changing paradigmatic terrain of rural communities and agriculture in Atlantic Canada. Selected issues, emerging from the literature as well as from a series of consultations held with farmers, rural non‐profits, policy makers, businesses, agricultural groups and others, are examined in the context of the region's past and the corporate and civic models outlined by Lyson. Atlantic historiography is discussed in view of contemporary challenges, and questions relevant to change in the region are raised and framed.

Increasingly vulnerable to a number of provincially, regionally, nationally and globally formulated challenges, Atlantic Canada's rural communities have been and are being reshaped, as is the agriculture being practiced within them. In the midst of these upheavals, a practice‐policy “dis‐connect” is making it unclear how alternative agricultural and rural community developmental paradigms might be actualized in the region. But some of these challenges are not new.

The research consultation is at the beginning stages, and thus results reported are speculative.

Lessons from the Atlantic past, and Lyson's civic model, may provide guideposts toward a more ecologically‐sound and economically‐viable way for the future of rural communities and agriculture in the region.

This paper raises key questions that take into account the region's rural past and changing paradigms pertaining to agriculture and rural communities.

In October 2018, the Canadian federal government legalized the use of recreational cannabis with a goal to drastically diminish the black-market and the use of cannabis by minors. The attraction of talent to the new industry has been recognized as important to long-term industry success, but there exists a paradox in talent attraction. Key talent must first be screened by the Royal Canadian Mounted Police. Anyone with serious criminal charges in the past may not be cleared to work in the industry, blocking out experienced cannabis talent. Additionally, some potential talent may not be interested in working the legitimized industry although others may welcome the opportunity to work in it. HR managers have a rare opportunity to be trailblazers by establishing the norms for the industry. Their role should be established in the boardroom, but they will have to demonstrate their value through their ability to build talent in an industry made up largely of SMEs. We use a nested model of macro and micro TM perspectives to analyze the context of this industry. At the macro level we investigate how legalization, government regulation, legitimacy, and reputation affect TM within the micro level context. We suggest how HRM strategies related to attraction, development and retention can impact TM. The integration of the macro and micro level context of TM is paramount to the survival of the new legalized cannabis industry.

THE recruitment, training and payment of librarians are matters of import, not only to the youngest entrant into this work, but also to established librarians and to the public. Although training was initiated forty years ago by the then chief librarians of libraries, it has in recent years become a very intimate concern of library assistants and of parents and others in charge of young folk who are considering librarianship as their possible career. After thirty years of experiment, with minor changes, the Library Association syllabus has now been completely remodelled. We have also reached a stage when we can consider to some extent, although not adequately, the effect upon the profession of our whole‐time library school of university rank. The various phases of the work must therefore be of great interest to every reader of The Library World; and this is sufficient justification for the special attention which the subject receives in this number. The first question must always be the economic and human one. Is the profession sufficiently large, and of enough importance, to justify parents in allowing lads or girls, who have gone through a secondary or even university training, to devote themselves to the somewhat protracted study which is prescribed for the work? Then, again, is the training now placed before the would‐be aspirant to library work a wise training? Is it too special, too technical, too scholarly; indeed, is the library authority, whoever and wherever it may be, asking too much for what most people regard as the very simple work of managing and distributing and exploiting books?

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

WE place this special Conference number in the hands of readers in the hope and belief that it will offer features of distinct interest which will increase the value and enjoyment of Brighton. There can be no doubt that the organizers of Library Association Conferences have endeavoured to surpass one another in recent years; almost always, it may be said, with success. Brighton, like Blackpool if in a rather different way, is a mistress of the art of welcome, and it will be long before another town can surpass her in the art. She is at her best in September when the great, and to some appalling, crowds of her promenades have thinned out a little. This year, then, librarians have an interesting time ahead; although, as we glance over the programme again, we fear that the outdoor and other pleasures we have subtly suggested will occur only fitfully. There will be so much to do in the way of business.

The City of New York was suddenly and deliberately attacked on September 11, 2001, killing thousands of people and leaving unbelievable destruction. Thirty-eight buildings and structures were destroyed or damaged, including seven buildings in the World Trade Center site completely leveled. Almost five years later, two very large contaminated buildings, Deutsche Bank at 130 Liberty Street and Fiterman Hall of Borough of Manhattan Community College, have yet to be cleaned up and demolished. Some 30 million square feet of commercial space was lost. Transportation was disrupted, including the loss of the World Trade Center PATH station, the 1/9 subway line and portions of Route 9A and Church Street. Cars were not allowed south of Canal Street for a week. For Americans this was a terrorist attack and a crime. It was a time for mourning losses and responding to disaster. There was the shock that something like this could happen. And there was more. The destruction of the WTC also posed competing environmental, economic and social threats.

The purpose of this paper is to provide a conceptual framework that demonstrates the mechanisms through which talent management (TM) leads to the various dimensions of employee performance.

A literature-based analysis was employed by combining concepts from TM and employee performance. The syntheses of these two concepts lead to the development of the conceptual framework.

The findings show that, implementation of a TM system leads to employee performance, but a TM output mediates the relationship between TM and employee performance.

This paper has contributed to the conceptualisation of TM and employee performance which will help to improve theory, research and practice in all fields concerned with individual work performance.

The study aims to develop a construct to measure talent management (TM) in an organization.

The study adopts a fourfold approach to develop the construct. Data were collected through close-ended questionnaires by conducting surveys from human resource professionals. Exploratory factor analysis and confirmatory factor analysis techniques were employed to analyze the data and develop the construct.

Results of the study indicate that TM practices are crucial in changing business dynamics. A final 26 items under 5 factors (identification of critical positions, talent acquisition, talent development, talent engagement, and talent retention) were found significant and integrated TM strategies in uncertain economic environments.

This research focuses on the entire process of the TM cycle and develops an integrated construct of TM; thus, the study will provide an in-depth understanding of TM strategies to practitioners and researchers, facilitate researchers for the effective conduct of empirical research work on TM, whereas, for practitioners, this work will support in designing of TM strategies leading to organizational performance.

This is the first research study that has been done in the context of South Asia. It will help build up TM strategies to the necessity of a business environment.