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In the past, social exchange based on reciprocity has been important to the ways in which people in rural areas have made their living. Our study shows that contemporary reciprocal labor exchanges continue to be integral to the ways in which households sustain themselves economically and socially. However, unlike the relations of reciprocity of the past, which were based upon accomplishing harvest work among neighboring dairy farms, the current patterns of exchange are situational and contingent, and often embedded in kin and other social networks, rather than immediate neighbors. Understanding reciprocity reveals a fundamental element in the livelihood strategies of low‐income, land‐based, rural people.

Copystatic Ltd entered the photocopying sales and maintenance market‐place in tire early 1970s, going through a boom and then a price war. In order to stay in business, the company took the decision to offer customers added value in the form of quality field service, or “uptime”. It recognised a need to have more effective control over its servicing activities and it was decided that a computer system would be the only effective solution. Consultants were commissioned to locate suitable software, but none existed, so the company was forced to develop the system in‐house. After nine years of development and £2 million of investment, the system, known as Copystatic software, is now the market‐leading management information system for organisations involved in field service and repair. During the early part of 1987, Copystatic was awarded BS 5750 certification from the British Standards Institution for excellence in customer engineering services. Without a computer system to control such a vast service operation, this would have been impossible to achieve.

This article applies political sociology and philosophy to the problem of declining morality in the American polity, particularly the moral contents and effects of the acts of American presidents and their administrations during the cold war. It is not concerned with a politics of morality in the partisan sense of what is considered conservative or liberal. It examines the political morality of American leadership as a cold war world leader in the last half of the twentieth century and its direct effect upon the American republic and polity.

Has 1992 caught the popular imagination of the man in the Clapham commuter train? As Professor Joad would have said: ‘It all depends what you mean by the popular imagination’.

Accessibility design over the past several years has focused much of its attention on the development of a universal standard or a set of guidelines for delivering a diverse array of both content and instructional processes. Universal design for learning (UDL), for example, promotes providing multiple means of (a) representation, (b) action and expression, and (c) engagement for learners who have a wide range of disabilities as well as their typical peers. And while each instructional design element that represents a means of providing the differentiation required by the principle generally has a strong evidence-based support individually, it is difficult to assess any one of them within the larger ULD “multiple means” milieu of options. It is especially difficult to do this in regard to learners associated with any particular disability category. When it comes to targeted instruction, learner characteristics matter. It follows then that when it comes to developing an instructional design, that the learning characteristics of a targeted population be first and foremost considered as the point of departure in the design and development process. This chapter considers a wide range of instructional targets within the context of specific disability groups with a focus on learning goals, instructional design supports for those goals, and underlying cognitive processes that may help clarify the goals themselves as well as the instructional supports to achieve those goals.

In a presidential speech to the annual conference of the Academy of Management in Seattle, Professor Lyman Porter took as his theme the progress of work in Organizational Behaviour, and noted the long time‐gap between the discovery of ideas in Organizational Behaviour and their application in Organization Development. With some ideas, twenty years have elapsed between their original discovery and the ability to apply them to real‐life situations.