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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01437729910279144. When citing the article, please cite: Sue Shaw, Mary Taylor, Irene Harris, (1999), “Jobs for the girls: A study of the careers of professional women returners following participation in a European funded updating programme”, International Journal of Manpower, Vol. 20 Iss: 3/4, pp. 179 - 18.

This paper reviews organisational culture research and explores how it can aid the understanding of regional television organisations' practice of public relations. A comprehensive review of the organisational culture literature is made and frameworks based upon this understanding are argued by the authors to allow for a fuller appreciation of corporate culture and its implications for public relations policy and organisation. Drawing upon primary research in the UK broadcasting industry, the organisational structure and operations of Granada TV and BBC North are compared and contrasted using the methods outlined. The limitations are discussed and future research is suggested.

This paper uses the findings of a recent study of professional women returning to work after a career break. It critically examines their return to work following attendance of a European funded updating course, and evaluates the initiative in terms of job and career success in terms of the women’s own perceptions. The study showed that the majority of women resumed work following the updating programme, but not necessarily at a level commensurate with their qualifications and experience, nor in their original professional area. Paradoxically, the respondents did not always see this as a negative outcome, and a large proportion of them attributed their successful return to completion of the professional updating course. The paper concludes by suggesting that a traditional female career model has not only continued relevance for women, but may be increasingly relevant to men. This presents a challenge to both policy makers and course providers.

Within the rapidly changing world of higher education in the UK, links between universities and industry are assuming ever increasing importance. Focuses on one such link, namely the award‐bearing management development programmes developed for companies by the Department of Retailing and Marketing at the Manchester Metropolitan University.

What's different about women who run their own businesses? And what made them want to strike out on their own? Ana Novaković talked to some women entrepreneurs to find out what inspired them and keeps them going.

Networking for executive and professional women are a means of supporting, encouraging and helping each other, maximising career potential and promoting feelings of security and self‐worth.

This chapter identifies and analyzes three systemic obstacles to American public policy addressing natural disasters: symbolic obstacles, cognitive obstacles, and structural obstacles. The way we talk about natural disaster, the way we think about the risks of building in hazardous places, and structural aspects of American political institutions all favor development over restraint. These forces have such strength that in the wake of most disasters society automatically and thoughtlessly responds by rebuilding what was damaged or destroyed, even if reconstruction perpetuates disaster vulnerability. Only by addressing each of the obstacles identified are reform efforts likely to succeed.

The purpose of this paper is to explore why workers remain in long hospitality careers and to challenge the frequent portrayal of careers in the sector as temporary and unsatisfactory.

The study took an interpretative social constructionist approach. Methods used were memory-work, semi-structured interviews and intersectional analysis.

A key finding in this study is that career longevity in hospitality is not solely dependent on career progression. Strong social connection, a professional self-identity and complex interesting work contribute to long careers.

The study contributes detailed empirical knowledge about hospitality career paths in New Zealand. Conclusions should be generalised outside the specific context with caution.

The findings that hospitality jobs can be complex and satisfying at all hierarchical ranks hold practical implications for Human Resource Managers in the service sector. To increase career longevity, hospitality employers should improve induction and socialisation processes and recognise their employees’ professional identity.

This paper significantly extends the notion of belonging and social connection in service work. “Social connection” is distinctly different from social and networking career competencies. Strong social connection is created by a fusion of complex social relationships with managers, co-workers and guests, ultimately creating the sense of a respected professional identity and satisfying career.

The contemporary concept of a successful hospitality career is associated with an upwards career trajectory; however, this paper suggests that at the lower hierarchical levels of service work, many individuals enjoy complex satisfying careers with no desire for further advancement.

THE topics of the Library Association Conference and the election of the Council of the Association naturally absorb a great deal of attention this month. To deal with the second first: there were few novelties in the nominations, and most of the suggested new Councillors are good people; so that a fairly good Council should result. The unique thing, as we imagine, about the Library Association is the number of vice‐presidents, all of whom have Council privileges. These are not elected by the members but by the Council, and by the retiring Council; they occupy a position analagous to aldermen in town councils, and are not amenable to the choice or desires of the members at large. There are enough of them, too, if they care to be active, to dominate the Council. Fortunately, good men are usually elected, but recently there has been a tendency to elect comparatively young men to what are virtually perpetual seats on the Council, simply, if one may judge from the names, because these men occupy certain library positions. It, therefore; is all the more necessary that the electors see that men who really represent the profession get the seats that remain.

The aim of this paper is to investigate the effectiveness of business improvement methods (BIM/TQM) in contributing to innovation implementation in SMEs within peripheral regions.

A survey with responses from 606 SMEs in the North West European peripheral regions was administered. The survey explores the role of a range of business improvement methods (BIM/TQM) as an antecedent or stimulant in helping to achieve three levels of effective innovation implementation: introducing new products/services; engaging in innovation that resulted in major product/service innovation (radical), and engaging in innovation activities that did not result in major product innovation (incremental), and non‐innovative.

The findings show that BIM/TQM was likely to stimulate and encourage the development of incremental levels of innovation in the SMEs where there was an emphasis on the people, or organic aspects of BIM/TQM applied, rather than more mechanistic BIM/TQM approaches. However, there was a lack of a clear link between BIM/TQM and radical innovation where newness in products/services and markets was required.

There is a paucity of studies that probe the effectiveness of applying business improvement methods in stimulating innovation implementation, especially in peripheral regions and involving multiple levels of innovation.