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This paper provides an overview of the current body of knowledge surrounding the human response to change and transition. Models of the change process, as perceived by diverse and seemingly unrelated disciplines, are identified, compared, and contrasted by tracing the evolution of these models from seminal works through contemporary research. Surprisingly, a majority of the models studied were found to share two important characteristics: they follow Lewin’s 1952 three‐phase model of change; and they describe a degradation of capabilities in the intermediate stages of the change process. In a practical example, the authors explain their experimental verification of the change models’ applicability to an organizational change involving the introduction of teams. The interrelationship of developmental and change models is discussed. Finally, the importance to leaders and managers of developing an understanding of the current state‐of‐the‐art in human response to change and transition is discussed.

Debt burdens have risen for US households over the last several decades. As a result, several studies have investigated potential ethnic and gender differences in these debt burdens, along with the risks they pose. However, such estimations can be biased without correctly controlling for individual unobserved heterogeneity, and standard methods to deal with this, such as fixed effects, remove any time-invariant variables from the analysis. In this paper, I use the Hausman–Taylor (HT) estimator to estimate the relationship between these time-invariant demographics and debt burdens, allowing for potential correlation between some variables and the unobserved heterogeneity. I also consider some guidelines in determining the appropriateness of the HT estimation, both in terms of exogeneity assumptions as well as potential problems due to weak instruments. Using data from the National Longitudinal Survey of Youth 1979, the resulting estimates differ substantially from those of a typical random effects GLS estimator. In particular, the HT results find that after controlling for other variables, women are more likely to take on debt, especially nonhousing debt, but those who do take on debt tend to take on a lower amount than their male counterparts. No differences are found for black or Hispanic individuals with regard to the amount of debt, though black individuals are found to be slightly less likely to have debt.

The potential advantage of extreme value theory in modeling management phenomena is the central theme of this paper. The statistics of extremes have played only a very limited role in management studies despite the disproportionate emphasis on unusual events in the world of managers. An overview of this theory and related statistical models is presented, and illustrative empirical examples provided.

IT would be quite impossible adequately to report a Dublin conference of any kind in purely professional terms. The warm friendliness of its people demands an equally personal reaction from its visitors and for public librarians certainly this is as it should be, because we are ourselves, above all, involved with people. So professional affairs at this conference were kept in their proper place—as only a part of the whole and merely providing a framework round which the business of renewing contacts and making friends could take place.

ACCORDING to a leading London evening paper, outside “efficiency experts” are parasites. In an Evening News leading article these words appear:

An attitude survey developed by Harvey et al. was used to measure responses from employees in the nuclear industry before and after a safety training intervention which all employees attended in their work teams. The first administration of the survey yielded 417responses, and the second, administered 16 months later following the training intervention, yielded 460 responses, representing response rates of over 69 per cent in both cases. Using six factors derived earlier from the survey, significant improvements in attitudes and beliefs were found for two of the factors (and a further three factors showed rises in the same direction) for management/professional employees. For shop floor employees, only one factor showed a significant change, which was a reduction in job satisfaction over the same time period. It was concluded that the hypotheses that management would respond to the safety initiative but that shop floor would not were supported. A further hypothesis concerning grade differences in culture and attitudes was also supported. These findings are discussed in terms of culture and risk, risk taking and training, where the implications for safety training are crucial.

Meta-analysis has been relied on relatively infrequently in strategic management studies, certainly as compared to other fields such as the medical sciences, psychology, and education. This may be unfortunate, as there are several aspects of the manner in which strategic management studies are typically conducted that make them especially appropriate for this approach. To this end, we provide a brief foundation for meta-analysis, an example of meta-analysis, and a discussion of those elements that strongly recommend the efficacy of meta-analysis for the synthesis of strategic management studies.

Although none of the new music reference books of the past year totally replaces the old stand‐bys, some significant works did appear, especially in the areas of contemporary music, opera, and classical music discography.