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The authors propose that international organizational leaders can and should be held accountable for enhancing the intangible strategic asset of integrity capacity in order to advance global organisational excellence. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors link the four dimensions of integrity capacity (process, judgment, development and system dimensions) with leadership development challenges, and recommend four management practices to better prepare leaders to be accountable for enhancing integrity capacity as a strategic organizational asset.

The amount of electronic resources available in academic libraries has greatly increased in the past several years, and a number of writers have commented that electronic resources are replacing acquisitions in other formats. To see how an increase in acquisitions of electronic resources was affecting overall acquisitions, statistics for the libraries of the State University of New York (SUNY) were examined, and a related survey was done of librarians at those institutions. One conclusion was that the amount spent on electronic resources has not continually increased, but in fact decreased in some years. Another conclusion was that although electronic resources are consuming a higher proportion of the overall acquisitions budget, at least in the SUNY system the money is not necessarily coming at the expense of acquisitions in other formats.

The nature, value, and neglect of integrity capacity by managers and the adverse impacts that Enron executive practices have had on a range of stakeholders are delineated. An explanation is given on how moral competence in management practice is addressed by each dimension of the management integrity capacity construct (process, judgment, development, and system) and how Enron executive practices eroded each dimension. Specifically addressed is how behavioral and moral complexity can be utilized to balance the competing values of management and ethics theories to reduce the likelihood of future Enron‐like managerial malpractice. Finally, three positive action steps are recommended to improve managerial integrity capacity and remedies are proposed for victimized Enron stakeholders.

Reports a study conducted to determine whether or not there were differences between descriptive and normative social responsibility values for managers who assume roles in different functional department clusters. The research findings support a conclusion that differences in CSRV profiles exist among three functional clusters: accounting/finance managers, marketing/distribution managers and general strategy/human resources/operations managers. These differences have implications for career and employment professionals in enhancing managerial recruitment, selection, placement, development and appraisal now and in the future.

Identifies four conceptual models and four practical steps to enhance responsible management of organizations. The conceptual models discussed include: a modified process model of parallel strategic planning; a model of contractual/strategic development; a model of organizational theories and their relative moral emphases; and a model of organizational moral development. The four practical steps which managers can take include: developing the technical skills of environmental scanning, issue monitoring, and scenario building; the organizational design skills of moral climate assessment, codes of conduct, and moral audits; the value‐conflict resolution skills of stage‐challenging dialogue and structured rational processing of dilemmas; and the feedback and control network skills of providing channels for multi‐level input and protection for whistleblowers. Argues that the awareness of, as well as the routine use of these conceptual models and practical steps will allow managers to be more responsible strategic planners.

While there exists a growing literature on corporate “green” strategies, there is a research gap about which corporate architectures and organizational change processes enable “green” strategies. This article addresses the research gap in an interdisciplinary manner by focusing on two questions: What conditions characterize ecological and humanly sustainable corporations? What alternative architectures can generate and institutionalize corporate sustainability? Three alternative architectures for sustainability are treated and three research propositions are identified to further future empirical research on specific architectures that link organization design and corporate sustainability.

Illustrates the methods of pointing to remotely‐accessible electronic resources in libraries in a university system ranging from research centers to community colleges. The online catalogs of libraries in the State University of New York (SUNY) system were tested for remotely‐accessible electronic resources. Each library's internet home page was also searched for means of linking to journal titles. The libraries at SUNY campuses have shown different responses to the issues of making available aggregator databases, web sites, and e‐books. A marked decrease in the use of the online catalog to make available remotely‐accessible electronic resources at academic libraries other than those at the research level was noted. The findings are limited insofar that no effort was made to determine the reasons why each library did or not include records for remotely‐accessible electronic resources in their online catalogs. Academic libraries find desirable a single search interface for remotely‐accessible electronic resources, and this may include the library's online catalog. This study will be of value to those who are concerned with the ways in which remotely‐accessible electronic resources are made available in various sizes of academic libraries, particularly those engaged in decision making about online resources.

The purpose of this paper is to know-how the university libraries are managing online databases, especially from the Maharashtra state of India. The focus is to study the difficulties and challenges faced by the university librarians.

In this descriptive research, survey of 15 university libraries was conducted. Seven universities are subscribing online databases apart from databases accessible under national consortia. A comprehensive questionnaire comprised of 16 sections and total 47 questions was designed for data collection. Personal contacts helped to a great extent to get back the questionnaire.

The study revealed that the university librarians are trying to cope up with the management of electronic resources. Major challenges are unawareness about the life cycle of electronic resources, lack of standard procedures, collection development and preservation policies, failed to conduct user information need surveys, negotiation skills, competencies of staff and so on.

The scope of the present research was to study the current practices of management of online databases subscribed by the university libraries in Maharashtra. Other types of electronic resources were not considered in the present study. It was found that out of 15 universities only seven universities subscribe the online databases apart from the databases provided by UGC-INFONET. Therefore, the data from these seven libraries were considered for analysis.

This study will provide the guidelines for managing online databases in academic libraries.

Very few studies are conducted to study the management of online databases by university librariesin India.