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The purpose of this paper is to examine the relationship between Chinese female executives and corporate risk-taking the contingencies that affect this relationship.

A integrated theoretical framework was established, on the basis of which theoretical hypotheses were developed and tested using 20,315 firm-year observations collected from China’s publicly listed companies during the period 2005–2020. Data were collected from China's Shanghai and Shenzhen A-share Stock Exchanges and analyzed using a moderated regression analysis, PSM, 2SLS-IV and PSM-DID model.

The empirical results indicate a negative effect of the ratio of female executives in top management team on corporate risk-taking, and this negative effect can be weakened by the social capital of board directors and the regional marketization.

The paper contributes to research on the relationship between female executives and risk-taking by considering the effect of eastern culture on female executives’ business decision-making and examining the moderating factors inside and outside the firm.

The paper illustrates the active steps that corporations can take to enhance female executives' willingness and capacity to take firm-related risks so as to improve the firm value in the long run.

The paper explores how Chinese culture and Chinese traditional value affect female executives’ decision-making on risky projects or uncertain investments. In addition, our study for the first time examines the moderating effect of board social capital as an internal factor and marketization as an external one on the relationship between Chinese female executives and corporate risk taking. The research examines the gender inequality in the work and competitive environment facing female executives in the areas of different marketization level, which would affect female executives’ cognition and motivation in corporate risk taking.

The British countryman is a well‐known figure; his rugged, obstinate nature, unyielding and tough; his part in the development of the nation, its history, not confined to the valley meadows and pastures and uplands, but nobly played in battles and campaigns of long ago. His “better half”—a term as true of yeoman stock as of any other—is less well known. She is as important a part of country life as her spouse; in some fields, her contribution has been even greater. He may grow the food, but she is the provider of meals, dishes, specialties, the innovating genius to whom most if not all British food products, mostly with regional names and now well‐placed in the advertising armentarium of massive food manufacturers, are due. A few of them are centuries old. Nor does she lack the business acumen of her man; hens, ducks, geese, their eggs, cut flowers, the produce of the kitchen garden, she may do a brisk trade in these at the gate or back door. The recent astronomical price of potatoes brought her a handsome bonus. If the basic needs of the French national dietary are due to the genius of the chef de cuisine, much of the British diet is due to that of the countrywoman.

Demographic changes across the United States have led to dramatic shifts in the composition of public school enrollments. While these shifts are manifest across multiple dimensions of diversity, the influx of culturally and linguistically diverse (CLD) students is particularly pronounced. As the numbers of CLD students rapidly grow across all geographic regions, from rural to suburban to urban, school leaders face the daunting responsibility of responding to ensure that these students receive equitable opportunities to learn. Some guiding principles for accomplishing this generalize across settings, yet ultimately this leadership needs to be context-specific. In this chapter we discuss these guiding principles and apply them narrowly to the context of medium and small urban districts. We argue that school leadership – particularly district and school administration – plays a crucial role in supporting the design and delivery of supports for CLD students and their families, who constitute a “new mainstream” in many of these settings.

ROYAL Alderman T. A. Abbott of Manchester, dealt with somewhat severely by Dr. Savage in his A Librarian's Memories, had at least enthusiasm for libraries. He was mightily honoured when he became President at our Manchester Conference in 1921. “We are the Royal Library Association”, he declared and should call ourselves that; haven't we a Royal Charter? Our recognition comes direct from the Sovereign”. No doubt a vain wish, although the Library Association seemed to come near it in 1950 when George VI graciously became its Patron and the Duke of Edinburgh its President. Since that date the engineers have become “royal”, but we have slipped back. When Her Majesty came to the Throne, the patronage her father had bestowed was refused, no doubt on the direct counsel of her advisers who would not want so young a Sovereign to assume too many offices. On that view librarians could not murmur. There is a future, however, and in it there will be a new Library Association House next to, almost conjoined with, a new National Central Library. King George V with Queen Mary opened the second, as is well remembered especially by the King's speech, one of the best, most useful, in library history, in which he described the N.C.L. as “a university that all might join and none need ever leave”—words that we hope may somewhere be displayed in, or on, the new N.C.L. building. Royalty and its interest in libraries has been again manifested in the opening last month (July 13th to be precise) by Queen Elizabeth, the Queen Mother, of the new Central Public Library at Kensington. The Royal Family has close relations with Kensington of course. It is recalled, too, that the Manchester Central and that at Birkenhead were opened also by King George V and Queen Mary; and Queen Elizabeth II quite recently opened the Central Library of the re‐created city of Plymouth, the largest new town library since the Second World War. Kensington has now opened the first major London library since 1939. It is not modern in spirit externally and, as is known, is the work of the architect of the Manchester Reference Library, Mr. Vincent Harris, and there is no doubt about its dignity. Its interior methods are, however, quite modern; a few of them were broadcast to us for a few moments by the B.B.C. announcer, to the effect that there were 100,000 books, that returned books in the lending library were not discharged at the counter but slid down a chute to a room below where that was done, etc., with the remark that books not available in the public apartment could be requisitioned from other libraries but, with the large stocks on show and in the building, that did not seem to be very necessary. We sometimes wish that broadcasters, however well intentioned that may have been, knew something about libraries. Happening at about the same time was the removal of the Holborn Central Library stock to its new home in Theobald's Road, a complex process which Mr. Swift and his staff carried out in July without interrupting the public service. We hope that Mr. Swift will be able soon to tell us how he carried out this scheme. Thus has begun what we hope will be a process of replacing many other London libraries with modern buildings more worthy of the excellent work now being done in them.

AS J. L. Hobbs shows so clearly in his recent book, the interest in local history is growing enormously at present. The universities, training colleges and schools, as well as the institutions of further education, are all making more use of local studies—geographical, economic, social and historical—in their regular courses, in their advanced work, and in their publications.

LAZY LIBRARIANS London's Underground, and particularly the central section, has long provided me with a raggle taggle selection of provincial and London suburban newspapers. Now its litter bins and train seats provide shoe‐string NLW with the equivalent of a news cutting service from which are gleaned all sorts of local library curiosa.

A question of size THE Committee set up by the Minister of Education in 1957 to “consider the structure of the public library service in England and Wales, and to advise what changes, if any, should be made n the administrative arrangements, regard being had to the relation of public libraries to other libraries,” was the first such since the Kenyon Committee which reported in 1927. One of the most controversial aspects of the Roberts Committee's deliberations was the consideration of the minimum size (in terms of population) of an independent library system.

Well‐founded complaint has recently been made concerning the characters of the various forms of “candy,” or, as we should term them, “sweets,” that are manufactured in great quantities in the United States.

The global financial crisis proved profoundly shocking for economic and political life. In the United Kingdom, media reporting of sudden insolvency in the banking sector, its teetering on the edge of collapse and subsequent injection of taxpayer funds by a desperate government thrust sector leaders and negative aspects of their leadership into the public glare. This is particularly significant in light of pre-crisis reporting narratives that ignored negative attributes in favour of financial successes and dealmaking. Many sector leaders had been previously unknown, but where certain individuals had featured in prior media reports, they were often lauded for dynamism, risk-taking and ‘great man’ attributes. However, with the outbreak of a crisis and search for blame and responsibility, previously celebrated or ambiguous values and activities were surfaced for public judgement and found wanting or even dangerous to society. Whilst political and economic aspects of the crisis have since generated a great deal of research, only limited scholarship has focused on narrative understandings and myths generated around positive and negative leadership behaviours. Whilst heroes and villains have served as metaphors for human behaviour since early societies started telling stories, the abrupt nature of this crisis triggered metaphorical narratives to the fore. This chapter will consider the dual phenomena of press coverage generated around negative leadership stories and how patterns of villainy, illegitimacy, demonisation and ruined reputations contributed to shared myths of the crisis.

WordPerfect has a very powerful macro capability. Macros are special files that you can create that will allow you to use either a few keystrokes, or even a single one to automatically perform a number of keystrokes. Macros are valuable because they provide the ability to perform repetitive tasks with the least amount of effort and to customize WordPerfect to your individual needs. Macros can be used in a variety of ways. They can automatically type often used words, phrases or even paragraphs that you might need to insert in documents frequently. More importantly they can be used to automate a series of commands that you do on a day‐to‐day basis.