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Reports the effects of an employee involvement programme on members of a small, emerging high tech firm. (Names of firm, industry, and officers used in this study have been disguised). The attitudes of these employees towards management and their perceptions of behavioural changes are described. A consultant’s experience in the development and implementation of such a programme is presented.

The franchising process is essentially an attempt to “reproduce” in another location, a successful “model”. As such, it is heavily dependent on the effective transfer of knowledge and skills from one location to another. The training and development process, then, is at the centre of attempts to ensure accurate “reproduction”. In this context, training and development have been widely touted; for example, a recent International Franchise Association survey ranked them as highly important communication mechanisms.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.