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Regional accreditation standards for library services reveal a clear shift away from resources per se towards actual student use to meet their information needs. They also recognize increasing reliance on electronic access to remote information sources. However, unobtrusive data of actual student borrowing/browsing behaviour suggest a wide discrepancy between meeting needs via the conventional on‐site library collection and the significant efforts to maintain and increase collections regardless of the behaviour. Proposes a shift in evaluation of library services to bring resource planning into closer harmony with accreditation standards, students’ library use patterns and information age realities.

In this informal symposium, presided over by R. D. Kelly, United Air Lines, after talks, rather than the reading of papers, the pilots concerned assembled on the rostrum and answered questions. They were:

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

With the shift from an industrial to a knowledge economy, organization theorists continue to address the role and nature of control in organizational structure. The continuing utility of bureaucracy in new organizational forms was a focal point for this discussion. Research on this shift contributes to the ongoing debate on the role of ethics in bureaucratic and post-bureaucratic organizations. This paper suggested that the work of the artist Joseph Cornell provides a visual representation of the dimensions of this debate. First, the paper introduced Cornell to the reader. Next, the paper reviewed the research on bureaucratic and post-bureaucratic organizations with a focus on ethics, control, and enchantment in organizations. To provide visual reflections of the literature, this paper embedded examples of Cornell’s works throughout the discussion. Cornell’s art not only provides representations of these organizational forms, but also demonstrates how conflicts of an artist capture the development of thought within this area of organizational analysis.

The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the followers than from the “magnetism” of the leaders. I contend further that a close reading of Max Weber shows that he, too, saw charisma in this light.

I develop my argument by a close reading of many of the most relevant texts on the subject. This includes not only the renowned texts on this subject by Max Weber, but also many books and articles that interpret or criticize Weber’s views.

I pay exceptionally close attention to key arguments and texts, several of which have been overlooked in the past.

Writers for whom charisma is personal magnetism tend to assume that charismatic rule is natural and that the full realization of democratic norms is unlikely. Authority, in this view, emanates from rulers unbound by popular constraint. I argue that, in fact, authority draws both its mandate and its energy from the public, and that rulers depend on the loyalty of their subjects, which is never assured. So charismatic claimants are dependent on popular choice, not vice versa.

I advocate a “culturalist” interpretation of Weber, which runs counter to the dominant “personalist” account. Conventional interpreters, under the sway of theology or mass psychology, misread Weber as a romantic, for whom charisma is primal and undemocratic rule is destiny. This essay offers a counter-reading.

A collection of essays by a social economist seeking to balance economics as a science of means with the values deemed necessary to man′s finding the good life and society enduring as a civilized instrumentality. Looks for authority to great men of the past and to today′s moral philosopher: man is an ethical animal. The 13 essays are: 1. Evolutionary Economics: The End of It All? which challenges the view that Darwinism destroyed belief in a universe of purpose and design; 2. Schmoller′s Political Economy: Its Psychic, Moral and Legal Foundations, which centres on the belief that time‐honoured ethical values prevail in an economy formed by ties of common sentiment, ideas, customs and laws; 3. Adam Smith by Gustav von Schmoller – Schmoller rejects Smith′s natural law and sees him as simply spreading the message of Calvinism; 4. Pierre‐Joseph Proudhon, Socialist – Karl Marx, Communist: A Comparison; 5. Marxism and the Instauration of Man, which raises the question for Marx: is the flowering of the new man in Communist society the ultimate end to the dialectical movement of history?; 6. Ethical Progress and Economic Growth in Western Civilization; 7. Ethical Principles in American Society: An Appraisal; 8. The Ugent Need for a Consensus on Moral Values, which focuses on the real dangers inherent in there being no consensus on moral values; 9. Human Resources and the Good Society – man is not to be treated as an economic resource; man′s moral and material wellbeing is the goal; 10. The Social Economist on the Modern Dilemma: Ethical Dwarfs and Nuclear Giants, which argues that it is imperative to distinguish good from evil and to act accordingly: existentialism, situation ethics and evolutionary ethics savour of nihilism; 11. Ethical Principles: The Economist′s Quandary, which is the difficulty of balancing the claims of disinterested science and of the urge to better the human condition; 12. The Role of Government in the Advancement of Cultural Values, which discusses censorship and the funding of art against the background of the US Helms Amendment; 13. Man at the Crossroads draws earlier themes together; the author makes the case for rejecting determinism and the “operant conditioning” of the Skinner school in favour of the moral progress of autonomous man through adherence to traditional ethical values.

Max Weber called the maxim “Time is Money” the surest, simplest expression of the spirit of capitalism. Coined in 1748 by Benjamin Franklin, this modern proverb now has a life of its own. In this paper, I examine the worldwide diffusion and sociocultural history of this paradigmatic expression. The intent is to explore the ways in which ideas of time and money appear in sedimented form in popular sayings.

My approach is sociological in orientation and multidisciplinary in method. Drawing upon the works of Max Weber, Antonio Gramsci, Wolfgang Mieder, and Dean Wolfe Manders, I explore the global spread of Ben Franklin’s famed adage in three ways: (1) via evidence from the field of “paremiology” – that is, the study of proverbs; (2) via online searches for the phrase “Time is Money” in 30-plus languages; and (3) via evidence from sociological and historical research.

The conviction that “Time is Money” has won global assent on an ever-expanding basis for more than 250 years now. In recent years, this phrase has reverberated to the far corners of the world in literally dozens of languages – above all, in the languages of Eastern Europe and East Asia.

Methodologically, this study unites several different ways of exploring the globalization of the capitalist spirit. The main substantive implication is that, as capitalism goes global, so too does the capitalist spirit. Evidence from popular sayings gives us a new foothold for insight into questions of this kind.

This is an unusual book and a striking phenomenon. It comprises a collection of thirteen essays on the German Historical School of Economics (henceforth GHSE), exclusively written by Japanese contributors who are mainly full professors at leading universities and mostly have already published on various aspects of the GHSE. The editor, Yuichi Shionoya, is well known internationally as one of the most prominent students of Joseph Schumpeter and Max Weber, whose works provide the basis for the editor’s attempt to erect the framework of the rational reconstruction of the GHSE in the opening essay. This holds in particular for economic sociology, which – besides theory, history and statistics – constitutes the fourth discipline in economics, and includes the social institutions relevant to economic behaviour and also political, legal or religious aspects. The investigation of Schumpeter’s conception of economic sociology (see, e.g. Schumpeter, 1954, pp. 20–21) is at the very heart of Shionoya’s second essay (9) in which the author concludes that Schumpeter combined two essential elements of the GHSE, a belief in the unity of social life and the inseparable relationship among its components and a concern for development, with some stimulus by Max Weber’s analysis of comparative-static social systems and Marx’s analysis of the dynamic process of capital accumulation. It is Shionoya’s belief “that Schumpeter should be regarded as one of the successors of the German Historical School because he attempted a rational reconstruction of that school, especially Schmoller’s research program, in terms of economic sociology and made his own contribution from this perspective” (p. 9). Whether and how this statement from the editor’s first essay fully fits with the one from Shionoya’s second essay, that “Schumpeter’s conception of economic sociology intended to integrate history and theory, the antitheses at the Methodenstreit between Gustav von Schmoller and Carl Menger” (p. 139), is left to the reader’s judgement. Characteristically, the contradictions involved can be found in Schumpeter’s own writings. In the very same year, 1926, in which he published the article “Gustav von Schmoller and the Problems of Today,” which forms the key basis for Shionoya’s argument, Schumpeter eliminated the seventh chapter on “The Overall View of the Economy” of the first German edition of The Theory of Economic Development from the second German one and omitted it in all later editions of the book, including the 1934 English translation. The reason was that Schumpeter believed that this chapter with its much broader perspective and its fragment of cultural sociology has sometimes distracted the reader’s attention from pure and “dry” economic reasoning. It had led to a kind of consent which was at the very opposite of his intentions in so far as the seventh chapter was misunderstood as an alternative to economic theory. For that kind of reasoning Schumpeter did not want to provide any ammunition. For Shionoya, on the other hand, Chap. 7 is not a fragment of cultural sociology but a research program for a universal social science that he has specified in an earlier article (Shionoya, 1990) in which he regrets Schumpeter’s decision to omit it.

The purpose of this paper is to extend the notion of strategic leadership, that which has been primarily applied to for profit organizations, to nonprofits, specifically the church setting.

The research employs a case study methodology and draws primarily upon qualitative data collected from interviews and observation.

The findings reveal that over the past several years, the organization and its members have undergone a number of incremental and more radical changes. Much of this change has been attributed to the vision and leadership style of the current leader. Four key themes illuminate the processes and content of change under this strategic leader, including unsettlingly the status quo, model of shared leadership, shared vision and culture of community and learning.

The findings are based upon one case study site and this limits the generalizability of the research. In addition, exposure to the organization was limited to short periods of time on-site and the sample size was relatively small.

Achieving success in nonprofits requires leaders to have an intimate understanding of the complex nature of stakeholder relations and measuring success needs to be multi-dimensional in nature and linked directly to the mission and context of the organization, rather than based solely on generic measures.

There is limited research to date that examines the applicability of leadership theories that have been traditionally applied to for profit and public sector organizations to nonprofits. The research extends the notion of strategic leadership from the for profit setting to nonprofit organizations generally, and more specifically to the church setting.