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Outlines the problems and challenges faced by the University of Wisconsin with the integration of GIS tools within the electronic library resources. Briefly details the introduction of the system before outlining its abilities and benefits. Considers the training required by library staff. Discusses the ways of testing and evaluating such a project and presents a model testing such a project within a future proposed environment. Considers new potential technology enhancements.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The leaders of business functions are turning increasingly for competitive insights to the massive data they can now capture. But human resources departments have lagged behind the efforts of marketing, IT, CRM and other functions. Jeanne G. Harris et al. of Accenture Institute for High Performance, in Boston, MA, demonstrate how executives can start using data to measure and improve HR's contributions to business performance.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Qualitative methodology is used to examine social and dialogic interactions, in a fifth‐grade classroom known as ‘Freedom Falls’. The author discusses social interaction through dialogue as a means of constructing a democratic classroom community for students. In this case study, through descriptive data, classroom dialogue is examined from the collective group to individual members. The author explains how she discovered that meanings about democracy in the classroom were transferred from the collective group to the individual members, and ways of expressing democratic practices in the classroom enhanced students’ participation as active classroom members responsible for their classroom culture.

More and more, the leaders of business functions are turning for competitive insights to the massive data they can now capture. But to date, human resources departments have lagged behind the efforts of marketing, IT, CRM and other functions. The purpose of this article is to show how executives can start using data to measure and improve HR's contributions to business performance.

The article identifies six analytical tools that HR can use to connect HR efforts to business performance. Survey results underscore the value of an analytical approach while revealing that many HR departments are heavily focused on internal measures rather than business outcomes. Each analytical tool is exemplified through case studies. A model is presented to suggest how executives can get started by focusing on five key areas.

Leading companies are using six analytical tools to improve the connection between HR investments and business returns: employee databases; segmentation of talent; targeted investments; customization of the employee value proposition; long‐term workforce planning; and talent supply chains.

As the case studies reveal, the tools identified here can help HR leaders actively shape their organization's future – managing talent and directing programs toward the long‐term needs of the business. Survey data shows that most companies increasingly seek to use analytics for long‐term advantage, and the model presented here can help HR executives take the first critical steps.

Because analytics are increasingly becoming a key source of competitive advantage, attracting, engaging and retaining analytical talent and building an organizations' analytical capability is now a key skill top management needs to learn. This paper aims to investigate this issue.

Given that analytics is a relatively new management discipline and that only a few leading companies manage the talent it requires as a strategic resource, the authors collected their best practices.

The paper specifies the four main practices that top executives need to follow to create and develop a talent‐powered analytical organization.

The authors offer anecdotal research on leading companies.

What distinguishes talent‐powered analytical organizations is their ability to unleash their analysts' talents to maximize and continually expand the company's analytical capabilities.

By building and aligning the four key talent management capabilities revealed in this paper, organizations can maximize the strategic impact of their analytical talent and continually expand the organization's collective analytical capabilities.

A shift in values has been occurring among young adults in the United States with important implications for business planning, for it is altering and will continue to alter buying behavior. The “new morality,” as Daniel Yankelovitch calls it, seems to be symptomized in: the sexual revolution; the anti‐Vietnam War movement; antibusiness attitudes, including increased consumer sensitivity, environmental protectionism, and an antiprofit orientation; and an antigovernment mood. In fact, the new values run deeper than even these movements suggest. They reflect an entirely new way of looking at the world that is going to spread and be expressed and acted upon with increasing energy and severity.

As the assets of public employee retirement systems grow (to $1 trillion by 1994), so does the interest in targeting these assets to specific goals, primarily housing and job creation, in a system's geographic area. If properly structured, these investments, often called economically targeted investments, or ETIs, can be a legitimate part of a public retirement system's portfolio. This article clarifies several essential characteristics of ETIs. Previous studies, national surveys and actual ETI portfolios are examined. The article argues that further analysis, especially involving evaluation techniques, is essential as this investment strategy continues to gain steam, especially with the encouragement of the Clinton Administration.

In 1990 we compiled an annotated bibliography of official state lists of endangered, threatened, and rare species. In gathering information for that bibliography, which appeared in Reference Services Review in Spring 1991, we found numerous unofficial sources of state lists, such as those developed by universities, institutes, and Natural Heritage Programs, which also provide valuable information on statuses of endangered, threatened, and rare species. A comprehensive search for unofficial lists results in this second bibliography.