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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb022393. When citing the article, please cite: Helen Snider, John Harris, (1981), “Has Discrimination Been Eliminated In Collective Agreements — The Central Arbitration Committee And Equal Pay?”, Managerial Law, Vol. 23 Iss: 3, pp. 1 - 8.

Between 1951 and 1971 the working population of Great Britain increased by 2.5 million — from 22.6 million to 25.1 million. The major part of this increase was due to the number of women in the workforce rising from 7.2 to 9 million. This has been a contributory cause of increased pressure for improved working conditions and pay for women that resulted in the 1970 Equal Pay Act and the 1975 Sex Discrimination Act — both of which came into force on the 29 December, 1975.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

THERE IS SIGNIFICANCE, perhaps, in the fact that in 1876, the year the first library in Moberly, Missouri, probably disappeared, a Wizard came to town. Professor Macallister, the Prince of Magic Performers, gave ‘great entertainments’ for three days, April 3rd, 4th and 5th, at Morgan's Opera House. ‘Without a peer in his line of business’, and ‘a gentleman whom it is a pleasure to know’, wrote the editor of the Moberly Enterprise‐Monitor (the first daily published in Moberly, its first issue dated 3 April 1873). ‘Do not be misled by classing the great East Indian magician with inferior traveling concerns, styling themselves Fakirs, etc. They not only injure reputations of first class magicians, but they give their patrons snide jewelry and sham watches for presents.’ Not so Professor Mac‐allister, who, in addition to his first‐class performance, distributed one hundred costly and valuable presents each evening: china tea sets, chamber sets, tête‐à‐têtes, chairs, marble‐topped tables, bureaus, American watches. Wisely, too, these articles were not brought out of the Wizard's hat but were purchased by his canny manager, Mr Harry Weston, from the business houses in the town. Any resident—or visiting drummer—for 25 cents (50 cents reserved seat) could see a true Wizard perform and also have a chance of winning atête‐à‐tête or a chamber set.

This study aims to illuminate the challenges involved in implementing community benefits (CBs), a sustainable public procurement policy that ensures that there are positive social and economic outcomes for the local community when public money is spent on goods, works and services.

Interviews and focus groups were conducted with public sector buyers and suppliers in Wales with experience in implementing CBs. Resource dependence theory was used to examine the extent to which dependence on resources effects CBs implementation.

Whilst the study confirms that implementation of CBs improves economic and social outcomes, there can also be challenges for public sector organisations and their constituent supply chains. These include tensions between CBs and other policies, differing views between buyers and suppliers, and the unintended consequences of promoting one form of CBs over another.

The research found that Welsh Government influences the buyer-supplier dyad through regulatory and financial power. We elaborate on resource dependency theory by adding four constructs (powerful stakeholders, intra and inter organisational issues, challenges and enablers) to better understand the flows of power and resources in this research context.

Buyer and supplier practitioners and policymakers may find the factors leading to successful CBs implementation useful, such as ensuring closer communication and liaison at early contract stages.

Community benefits are aimed at improving socioeconomic issues through public procurement.

This study addresses the need for research into how public sector organisations and suppliers seek to implement socio-economic sustainability measures, and the lack of research on CBs implementation to date. It is also novel in adopting a dyadic approach and a resource dependency perspective.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

“GIVE a dog a bad name and hang him,” is an aphorism which has been accepted for many years. But, like many other household words, it is not always true. Even if it were, the dog to be operated upon would probably prefer a gala day at his Tyburn Tree to being executed in an obscure back yard.

FOR TOTALLY DIFFERENT reasons, two quite different groups of experts have been forecasting dire trouble in store for British businessmen in the foreseeable future.