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Organizations recognize the need to attract and successfully manage talented people, but with the balance of power lying in the hands of the cleverest and most talented, this requires both courage and consideration. Marcus Powell and Guy Lubitsh of Ashridge Consulting discuss the results of recent talent‐management research and propose a five‐point plan.

For many years, the majority of workers in the industrialised West have shared a similar employment life‐course – one based on full‐time permanent work. However, over the last decade the number of such opportunities have started to decline and many more workers are participating in “non‐standard” forms of employment. Using data from the UK’s Labour Force Survey, and the Canadian General Social Survey, this paper traces the trends in “non‐standard” employment over the 1989 to 1994 period. The findings illustrate that, although the majority of workers are still in full‐time permanent jobs, an increasing proportion are engaged in “non‐standard” employment. The paper suggests that certain groups are more likely to be involved in “non‐standard” employment than others, and that increasingly these tend to be made up of workers at one end or other of the working age spectrum.

Leadership in the 21st century can be a minefield. Power to the people, and to the shareholders, is the order of the day, and the autocratic route is rarely an acceptable option ‐ even in entrepreneurial‐based organizations where it was once deemed alright for strong‐willed leaders to firmly stamp their vision and authority on others.

The purpose of this paper is to concern the Orpheum Theatre in Vancouver, which survived the threat of major internal demolition and rebuilding during the 1960s and early 1970s. The building has subsequently undergone significant restoration and conservation work, including the incorporation of modern acoustic improvements and the construction of a new entrance area. Understanding the mechanisms through which the building was restored and brought back into use formed a central strand of the work.

The paper employed a single case study approach, and used the Orpheum Theatre to simultaneously study and consider the practical and heritage implications of the restoration project. The methods employed included archival study, on site recording and a study of the social and architectural history of the building.

The manner in which the building was restored was unusual and rooted in the community, and holds resonance for many similarly at risk theatres and cinemas, in both Canada and elsewhere.

The paper is interesting both from the perspective of that refurbishment, and also from the fact that it was designed by a prominent Scottish architect, B. Marcus Priteca, who designed a large number of early movie palaces in Canada and the USA.

Through exploration of the processes involved in saving the building, the paper draws conclusions regarding its importance to the continued vibrancy of the city. The incorporation of social as well as technical information within building conservation also holds resonance within building conservation practice and planning.

Gives reports and surveys of selected current research and developments in systems and cybernetics. They include: Scientific research and warfare; Cybernetics and psychology; Combating computer rage; Communication systems; Cybernetics and automation; Management cybernetics – human resources development; Innovative systems.

A growing body of research has suggested that the fallout of the Covid-19 pandemic has disproportionately impacted vulnerable groups such as working women, parents and older adults. Accordingly, and via the lens of social role and identity theories on gender and age at work, the authors examined the intersection of age, gender and potential caregiving responsibilities on worker well-being, work-family conflict and performance while working remotely during the Covid-19 pandemic.

In all, 1,174 Turkish job incumbents working from home either full- or part-time responded to a survey measuring self-reported anxiety, depression, stress, work-to-family conflict, family-to-work conflict and performance in the summer of 2020.

Despite using Bayesian modeling, good sample variability on age, gender and caregiving responsibilities, data collection timing allowing for the maximization of variance in individual attitudes toward working from home during the pandemic, outcome measures that evidenced excellent reliability and reasonably good data fit, and the inclusion of appropriate covariates and stringent robustness tests, hypothesized effects were overall found to be null.

The authors suggest that if remote work helps level the playing field, then that is impetus for organizations to further transition into such work arrangements.

The authors speculate on these counterintuitive results and suggest implications for future research and practice on the confluence of remote work and workplace diversity, including the potential benefits of remote work for women and older adults, the role of cultural values and the use of Bayesian methods to infer support for the null.

This article discusses the methodological implications of a recent study on Luxembourg's offshore financial center. Insight from actor-network theory was essential in undertaking its ethnographic research with elites from the country's state and financial institutions. My intention in documenting this approach is to provide a template for ethnographers studying other localized contexts of global politico-economic significance, in which elite actors usually seek to curtail the enquiries of investigators. With this actor-network from Luxembourg as an example, I demonstrate how elite and difficult-to-access milieus can be entered via “networking” coupled with outreach via interviews and email correspondence. As I show, by initiating various modalities of entry into the context in question, ethnographers can establish themselves within an actor-network for the purposes of conducting interviews and participant observation with elite interlocutors.