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The UK has one natural resource that won't dry up and for which there is an ever‐increasing demand — the English language. For the Algerian, it's the language he'll use to communicate with much of Africa; the Malay will speak English to the Swede; for many under‐developed countries, English can be as important as railways or roads or any other form of communication; and English is now the main language of international commerce. It has been John and Brita Haycraft's aim to bring this resource to as many people as possible.

In the continuing endeavour to work towards ever better management, the engineering manager has a crucial role to play. The history of the engineer is reviewed and his/her possible present role in management is considered. Management objectives are outlined and defined and the specific role of the engineer emphasised. The best managers are leaders, in particular effective leaders of teams, and this is a management task well within the grasp of the engineer. The engineer′s specific training and initial experience give him/her special qualifications in this area. Indeed, there seems to be no reason why the engineer should not climb the management ladder right to the top, especially these days when technology is continually growing in importance. The demands made on the effective chief executive are outlined. It would seem that engineering management has come of age and that with the appropriate management training the engineer should be well capable of filling a senior management role.

This is the second part of a detailed annotated chronology of significant events in the history of money in the context of social, economic, political and technological developments from the dawn of civilization until the closing years of the twentieth century. Part 2 covers events from the start of the industrial revolution onwards. This period saw major changes in the relative importance of coinage, paper money and bank money, as well as the beginnings of electronic money. These changes, and the financial effects of the Napoleonic and World Wars, the rise and decline of the British Empire, the emergence of the United States and Japan, decolonisation and Third World debt, and moves towards a single currency in Europe, are all covered.

Allyn Young′s lectures, as recorded by the young Nicholas Kaldor, survey the historical roots of the subject from Aristotle through to the modern neo‐classical writers. The focus throughout is on the conditions making for economic progress, with stress on the institutional developments that extend and are extended by the size of the market. Organisational changes that promote the division of labour and specialisation within and between firms and industries, and which promote competition and mobility, are seen as the vital factors in growth. In the absence of new markets, inventions as such play only a minor role. The economic system is an inter‐related whole, or a living “organon”. It is from this perspective that micro‐economic relations are analysed, and this helps expose certain fallacies of composition associated with the marginal productivity theory of production and distribution. Factors are paid not because they are productive but because they are scarce. Likewise he shows why Marshallian supply and demand schedules, based on the “one thing at a time” approach, cannot adequately describe the dynamic growth properties of the system. Supply and demand cannot be simply integrated to arrive at a picture of the whole economy. These notes are complemented by eleven articles in the Encyclopaedia Britannica which were published shortly after Young′s sudden death in 1929.

The purpose of this paper is to elicit the subtle but progressive shift in organizational/institutional interaction with its rivals within a competitive framework, and thereby discusses and analyses paradigm shifts in competition and competitiveness. The paper argues that interorganizational networks and the recent concept of supply chain management may have induced a change in how competitiveness is viewed at the national, industry, and firm levels of interaction.

The paper conceptualizes extant literature into distinct themes of (organizational and institutional) analysis – micro, macro, and meso – and based on this review the paper seeks to identify emerging logics and shifts within mainstream competitiveness literature over the last decade.

The paper suggests that the micro‐macro theme of competition and competitiveness remains dominant in mainstream literature. Results from the analysis also support the notion of emergent logics of competition and competitiveness, which could then imply that a paradigm shift may well have begun within the area of competition and competitiveness.

The limited findings point towards more detailed forays into competition of interorganizational forms such as networks and supply chains, before a paradigm shift may be claimed.

The paper serves to trigger the consciousness of stakeholders to think realistically with regards to claims that competition and competitiveness are carried out on the network level, e.g. a supply chain vs supply chain playing field.

While networks and supply chains have generally been inferred as new frontiers for contemporary competition in different functionally‐oriented literature domains, analysis and performance of such emergent logics is yet to be shown. The classification of different competition logics put forth in this paper aid in systemizing the competitiveness/competition rhetoric.