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Falls among older people cause significant mortality and morbidity, thus presenting a serious issue for older people and health and social care professionals alike. The simple occurrence of a fall conceals the range of physical, psychological, social and environmental factors, which can contribute to this event. Research advocates that professionals should engage with health promotion and develop individualised preventions in order to minimise risk of falling. In this study, a multi‐disciplinary, falls prevention initiative was developed with older people who had recently fallen. The initiative started with a common assessment but was followed by a variable, individualised programme of different interventions. The older people involved were assessed pre‐ and post‐intervention, using a questionnaire checklist, on several different dimensions associated with falling. Outcomes were assessed in terms of reduction in risk and the incidence of falls, both of which were found to be statistically significant in several of the identified dimensions post‐intervention. Consequently, it could be estimated that approximately 44 falls were prevented through this nine‐month initiative. This study would support the integration of this falls prevention initiative into routine community care practice through the existing over‐75 health check and the development of a specialised falls team. Further research would be beneficial to follow up whether the reduction in the incidence of falling is sustained over time. Enhanced participation of user, carer, voluntary and community partners is recommended as this would allow older people themselves to play an active role in improving their own well‐being and that of others.

The institution of an annual series devoted to current and ongoing research in economics and business should be considered one of the notable developments during the period under review. Long standing need for such a reference not withstanding, there has been until this year no systematic attempt to organize a continuing series which concentrated on selected areas of ongoing research, especially adapted to the Jahrbucher format. By facilitating the publication of research papers which are longer than the conventional journal‐length article yet shorter than a monograph, publishing outlets available to scholars in the field have been infinitely expanded. Two years ago, the Royal Economic Society and the Social Science Research Council of Great Britain, developed an experimental series, published by Macmillan, entitled Surveys of Applied Economics. The JAI Press, Greenwich, Conn., has now come out with an annual series, which is expected to fill the gaps in at least seventeen areas of economic theory and business. These are briefly listed below, with pertinent bibliographical citations: Research in Economic Anthropology: An Annual Compilation of Research. Series editor, George Dalton. vol. 1. Sept. 1977‐ $22.00 ISBN 0‐89232‐040‐9; Research in Economic History: An Annual Compilation of Research. Series editor, Paul Uselding. vol. 1. Sept. 1976‐ $22.50 ISBN 0‐89232‐001‐X; Research in Health Economics: An Annual Compilation of Research. Series editor, Richard M. Scheffler. vol. 1. Sept. 1977‐ $22.50 ISBN 0‐89232‐042‐7; Research in Human Capital and Development: An Annual Compilation of Research. Series editor, Ismail Sirageldin. vol. 1. June/July 1977‐ $22.50 ISBN 0‐89232‐019‐2; Research in International Business and Finance: An Annual Compilation of Research. Series editor, Robert G. Hawkins. vol. 1. May/June 1977‐ $23.50 ISBN 0‐89232‐031‐1; Research in Labor Economics: An Annual Compilation of Research. Series editor, Ronald G. Ehrenberg. vol. 1. March 1977‐ $22.50 ISBN 0‐89232‐017‐6; Research in Law and Economics: An Annual Compilation of Research. Series editor, Richard O. Zerbe. vol. 1. Sept. 1977‐ $22.50 ISBN 0‐89232‐028‐1; Research in Marketing: An Annual Compilation in Research. Series editor, Jagdish N. Sheth. vol. 1. June 1977‐ $22.50 ISBN 0‐89232‐041‐9; Research in Philosophy and Technology: An Annual Compilation of Research. Series editor, Paul T. Durbin. vol. 1. March 1977‐ $22.50 ISBN 0‐89232‐022‐2; Research in Political Economy: An Annual Compilation of Research. Series editor, Paul Zarembka. vol. 1. Sept. 1977‐ $22.50 ISBN 0‐89232‐020‐6; Research in Population Economics: An Annual Compilation of Research. Series editor, Julian L. Simon. vol. 1. April 1977‐ $22.50 ISBN 0‐89232‐018‐4; Applications of Management Science. Series editor, Matthew J. Sobel. vol. 1. 1977‐ $22.50. ISBN 0‐89232‐023‐0; Research in Econometrics. Series editor, Dennis J. Aigner. vol. 1. 1977‐ $22.50 ISBN 0‐89232‐039‐7; Research in Experimental Economics. Series editor, Vernon L. Smith. vol. 1. 1977‐ $22.50 ISBN 0‐89232‐030‐3; Research in Finance. Series editor, Haim Levy. vol. 1. 1977‐ $22.50 ISBN 0‐89232‐043‐5; Research in Organizational Behavior. Series editor, Barry Staw. vol. 1. 1977‐ $22.50 ISBN 0‐89232‐045‐1; Research in Public Policy and Management. Series editor, Colin Blaydon. vol. 1. 1977‐ $22.50 ISBN 0‐89232‐044‐3.

I am a specialist, I suppose, in People's Culture. It has taken me ten years to realize that is what I “do.” I publish books, and distribute other books, and study still more books, relating to the expressions of people considered “marginalized” in this society, though together they form the majority: working‐class people, farmers and some regional writers, minorities, women who deal with themes of oppression, and so on. The books express history, often a common one (on my desk is an autobiography by a Japanese‐American labor organizer in California who spent much of his life as an agricultural worker). The genres may vary: labor history, biography, autobiography, fiction, poetry, drama, occasionally a scholarly or critical study, but they share a radical content, related to their marginality.

Based on personal observations of several thousand managers, in both business and simulated business settings, four elements are identified that are frequently associated with leadership effectiveness. These elements are: (1) consistently and routinely applying a small number of key concepts, (2) developing skill at thinking and acting strategically, (3) taking advantage of knowing one′s personal style and its impact on others, (4) understanding the non‐linear and iterative nature of strategic management processes. These four elements ‐concepts, skills, personal style, and process – had the most impact on the organisations run by the managers in our study when the elements had been developed in proportion to each other. Too strong a focus on an element, or a noticeable lack of ability with respect to an element, was counterproductive.

AT the very outset of this paper it is necessary to make clear that it is not an attempt to compile an exhaustive bibliography of literature relating to special librarianship. Neither space nor time permit this. In fact, the references given can only claim to be a sample of the wealth of material on the subject and this paper is submitted in the hope that it will stimulate others to more scholarly efforts. Reference numbers throughout this paper refer to items in the ‘Select list of references to the literature of special librarianship’, section 2 onwards.

MANY and various are the problems both of finance and administration, but usually the more pressing of finance, connected with the establishment and maintenance of Branch libraries. It is the more surprising that the subject has been very little discussed or written about. If not looking too far ahead, I would suggest to the Council of the Library Association, and more especially the Publications Committee, that the topic be taken up at the next but one Annual Meeting, and that two whole days might very well be devoted to its consideration.

AN ESTEEMED correspondent points out that there are about two dozen library magazines of all sorts and sizes in circulation, whereas when he started his career there were no more than three. Our correspondent has himself had considerable editorial experience, and it may be that he is still in harness in that regard. One of his earliest efforts was in running the magazine of the old Library Assistants' Association, and it is not likely that that magazine has ever reached the same heights of excellence as it attained in his day. He observes that there are far too many library magazines now in circulation. We agree.

The purpose of this paper is to document everyday practices by which hospitalist physicians negotiate barriers to effective teamwork.

Ethnographic observation with a sample of hospitalists chosen to represent a range of hospital and practice types.

Hospitals rely on effective, interprofessional teamwork but typically do not support it. Hospitalist physicians must bridge the internal boundaries within their hospitals to coordinate their patients’ care, but they face challenges – scattered patients, fragmented information, uncoordinated teams, and unreliable processes – that can impact the timeliness and safety of care. Hospitalists largely rely on personal presence and memory to deal with these challenges. Some invent low-tech supports for teamwork, but these are typically neither tested nor shared with others. Formal support for teamwork, primarily case management rounds, is applied unevenly and may not be respected by all team members.

The findings are drawn from observation over a limited period of time with a small, purposefully chosen sample of physicians and hospitals.

Hospitals must recognize the issues hospitalists and other providers face, evaluate and disseminate supports for teamwork, and make interprofessional teamwork a core feature of hospital design and evaluation.

The authors show the nuances of how hospitalists struggle to practice teamwork in a challenging context, and how the approaches they take (relying on memory and personal presence) do not address, and may actually contribute to, the system-level problems they face.

The COVID-19 pandemic was an eye-opening experience that put to the test our crisis management competencies across many institutions, including those offered by institutions of higher education. This study aims to review the literature on international business (IB) risks and IB education (IBE) to question whether business graduates are equipped to make decisions in today’s volatile, uncertain, complex and ambiguous (VUCA) marketplace.

While the IB literature has discussed the importance of various sources of risks on global business operations, IBE did not effectively adopt an integrative approach to building the needed risk management competencies related to those risks into our education. The authors argue that this integrative approach to teaching IB is critically needed to prepare future global managers for addressing crises, like that of the pandemic and others. Specifically, this study proposes that this integrated risk management competency can be developed through the building of “synergistic mindsets”.

This study presents a conceptual framework for the components of the synergistic mindset, with intelligence that directly links to present IB risks. These components are cultural intelligence (CQ), emotional intelligence (EQ), public policy intelligence (PPQ), digital intelligence (DQ) and orchestration intelligence (OQ).

Insights related to IBE effectiveness in addressing today’s VUCA market demands and IB risks are discussed.