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First Edition was set up initially as a pilot scheme in 1992 and has very quickly become an important player in the UK EDI scene. The article describes the background to its establishment and outlines the services provided to subscribers.

The EDILIBE Project – Electronic Data Interchange for Libraries and Booksellers in Europe involved libraries and booksellers in Germany, Spain, the Netherlands, Italy and the UK. It was a project funded by the European Union as part of the European Libraries Programme and ran from April 1993 to December 1995. This paper discusses the current role of an acquisitions librarian and outlines the ways in which electronic data interchange (EDI) can be used to assist in the management of acquisitions infor mation. Practical experiences gained in implementing EDI standards and developing suitable software during the EDILIBE project are described.

Tuesday, 7 September 1993 and I am experiencing the different levels of investment by British Rail on its West Coast and East Coast routes as I travel from the North‐West of England to the University of Hertfordshire at Hatfield for the ninth International Library Technology Fair (renamed from this year as Libtech International). Catching up with the Times Higher Education Supplement of 20 August on the train I am pleasantly surprised to see a note about Libtech '93 and Hans Geleijnse's guest lecture on page 20.

WHEN the Public Library was in its infancy it was looked upon as being a mere storehouse, and the librarian a distributor of books. The librarian of today, however, must not only guard and preserve the books in his charge, but make them and their contents, as far as possible, accessible to all those who desire to consult them.

The definition and essence of a trade union is to provide a voice for the worker, enabling a balancing of the power gap between employer and employee. How does that shift in the gig economy when the worker lacks even the most basic elements of protection through employment law? This chapter interrogates the proposition that the trade union movement has until recently neglected to engage with the issues that these workers are facing and so has denied its own roots. One result of this has been the emergence of alternative forms of organising for collective voice. This shifts the boundaries between organisers of collective voice and representation with varying results. This chapter discusses the impact on trade unionism of the gig economy and critiques its approach and pace. It identifies the conflict engendered within the trade union of advocating for members only, as well as the shifting sectors in the broader economy and trade union responses to that. The importance of trade unionism moving forward is assessed through a series of interviews and secondary research using the lenses of social movement theory at macro-level, social network theory at meso-level and social identity theory at micro-level. These theories allow an interdisciplinary analysis of trade unions responses to assess the causes of responses of trade unionists to this emergent gigging workforce and its challenges. It identifies that there is a more recent intention and potential for trade unions to engage with giggers but that an innovative and international movement for voice is required.

Change in public organisations has become inevitable in modern times. Yet, implementing change continues to be problematic, especially the attempt to introduce performance management (PM) in the sector. The purpose of this paper is to examine how HR managers are using sensegiving processes to attempt to institutionalise PM in public organisations in Ghana PM in public organisations in Ghana.

The paper utilises the mixed methods approach to examine the process of sensegiving. In using this method, the authors used focus group, as well as individual interview techniques and a quantitative survey of some selected organisations in the public sector.

The results of the study show that, four main activities, i.e. workshops, seminars and training, one-on-one communication, and unit meetings are employed in the process. The analysis indicates that these activities have become quite effective in the quest to change perceptions about PM in the sector.

The research was limited to a few organisations. Hence, it will be necessary to expand it, if possible to the entire public sector to see if the same results will be obtained.

It shows that reformers must be cognisant of the views of employees in developing and implementing reforms that focus on changing both individual orientations and organisational and culture.

This is the first time such a study has been done in Ghana. Furthermore, studies on PM institutionalisation and implementation have either been qualitative or quantitative in nature. Studies using the mixed methods approach are rare, with those we know coming mostly from the Western World. Thus, this paper is one of the few to examine this issue using the mixed methods approach and more so from a developing country’s perspective.