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Draws on research carried out by the Nolan Norton Institute in Australia. Presents findings of applied research into PC and desktop management issues. Presents data on costs and other management metrics associated with distributed and PC systems management. Argues for a change in emphasis on the part of IT and business management from a cost to a benefit focus. Presents frameworks for discussing and communicating the issues around the desktop.

Describes a focused survey conducted by KPMG Management Consulting and the Nolan Norton Institute among the Pacific region’s senior information managers. The survey aimed to achieve a better understanding of the ways in which organizations in the Pacific region are reacting to the requirements for increased attention to the corporate asset of data. In particular, the activities of organizations in regard to the approach known as “data warehousing” were investigated. The survey yielded results from Australia, New Zealand and Singapore, with respondent companies crossing most industrial classifications. The respondents were primarily mid‐ to large‐sized companies. Presents findings of the survey, revealing the penetration of data warehousing practices in the region. Discusses the expected financial and business returns from data warehousing. Outlines the implications of these practices on the business and of business practices on the success of data warehousing initiatives.

Addresses the issue of the addition of features and functions to end‐user computer systems in an effort to increase the productivity of users. Argues that the core productive functions of most technology in daily use has been achieved and that vendors of this software are giving users greatly diminishing returns for further investments in new versions. Suggests that better knowledge of what exists, rather than additional features, is a more fruitful path to achieving productivity gains.

Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.

This paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.

There is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.

The literature from which this paper is drawn is limited to studies published in English.

The authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.

Workplace bullying is problematic for organisations at several levels, and therefore for society.

That power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.

There are very few businesses now for which information technology is not an integral element. Any forward‐looking business with a desire to stay competitive must avail itself of highly competent and reliable IT. Skilled IT workers have many options because they are in high demand and short supply. This article discusses how to retain IT skills in a challenging environment.

It is sometimes forgotten, in the day‐to‐day management of business, that the only real asset in most outsourcing arrangements is the collection of individuals who execute the terms of the agreement day to day. For vendors of outsourcing services, this is absolutely crucial, far more important in most instances than the supporting technologies or processes, which are rendered useless without that staff. For the buyers of outsourced services, there is an implicit admittance that they are either unwilling or unable to acquire and manage the personnel required to do the jobs outlined in the outsourcing agreement. So, the starting premise here is that keeping a cadre of qualified people is important to the company, though an outsourcer may more efficiently provide those people.

Over one million individuals diagnosed with autism spectrum disorder (ASD) will be entering adulthood and attempting to cultivate fulfilling, meaningful life experiences. These young adults with ASD represent Generation A. The workplace will be a major element in cultivating fulfilling lives for Generation A. Social interaction is an integral component for functioning within most postsecondary and occupational settings. It is necessary to understand the interaction between autistic adults and organizations to understand potential social and behavioral deficits. The workplace is inherently a social place. Understanding both formal and informal social information in the workplace may be critical to successful job performance. Fit, particularly person–organization fit, is used to address this social nature of the workplace. Understanding this interaction helps provide a means for crafting both individual and organizational interventions which support autistic adults in the workplace. This chapter provides an analysis of interventions that support those with ASD in the workplace. It is proposed that these interventions will help create a more supportive work environment for those with ASD. As important, it is proposed that the accommodations for those with ASD are reasonable for any organization seeking to improve both satisfaction and performance for all its employees. By addressing these issues, organizations have the potential to create a more satisfying workplace for all workers, not just those in Generation A.