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Reviews the literature on strategic human resource development (SHRD) and explores the concept specifically in the context of the work of Garavan (1991), which highlighted nine key characteristics of SHRD. Garavan’s seminal paper is used as a starting point from which to examine the development of the concept of SHRD. By examining and reviewing the literature, the nine characteristics are redefined and enhanced, thus moving towards a new model and definition of SHRD. Concludes by defining SHRD as the creation of a learning culture, within which a range of training, development and learning strategies both respond to corporate strategy and also help to shape and influence it. It is the reciprocal, mutually enhancing, nature of the relationship between HRD and corporate strategy which lies at the heart of SHRD and at the heart of the development of a learning culture.

Revisits the literature on strategic human resource development (SHRD) in the context of Garavan’s work on the characteristics of SHRD. A conceptual framework is constructed that redefines SHRD stressing a shaping rather than supporting role for HRD in relation to corporate strategy. The concept of strategic maturity in HRD is examined linking the work of Garavan; Lee and McCracken; and Wallace. The resulting model of strategic maturity is then analysed empirically using data from a major questionnaire and interview survey. A new model of strategic partnerships in HRD is then proposed.

Access to the Literature of the Social Sciences and Humanities. Proceedings of the Conference on Access to Knowledge and Information in the Social Sciences and Humanities.

It has been acknowledged in the literature of library administration and book selection that in a college library, the faculty play an important role in the development of the book collection. Lyle, in discussing book selection within the larger context of the administration of a college library, notes that “close cooperation between the librarian and members of the faculty is vital in selecting books.” He goes on to state that “in lieu of its own specialist staff, the library leans heavily on the faculty,” and yet “there is very little factual information on the methods by which faculty go about choosing library materials.” Carter et al. spent six pages on the role of the faculty in selection. They theorized about the faculty's role from incidents that had been called to their attention. Broadus acknowledged the role of the faculty but offered no theory or conclusions on their role in the selection process.

The most widely used method of qualitatively evaluating a library's collections is the list‐checking method, a process in which the library's holdings are compared with one or more lists of selected titles. The types of lists commonly used are published, standardized lists representing core or basic collections, catalogs of other libraries, or specialized subject bibliographies. The literature on this method of collection evaluation is extensive, dating back to the 1930s; covering the types of lists used for evaluations, the advantages and disadvantages of using such a method, and the various ways of implementing this type of evaluation.

If you are a gardener, you know the value of weeding. If you are a librarian, you may not. Utilizing CETA funds, the much‐needed systematic weeding of the entire collection of the main branch of the Kenosha Public Library System was undertaken in 1978. Certain values of such a project, and certain systematic procedures to accomplish it, crystalized in our minds during the six months needed to perform the task. This report has been written to share the knowledge we gained with all interested librarians.

This paper aims to study the role of non-corporeal Actant theory in historical research through a case study of the trajectory of the New Deal as one of the foremost institutions in the USA since its inception in the early 1930s.

The authors follow the trajectory of the New Deal through a focus on Vice President Henry A. Wallace. Drawing on ANTi-History, the authors view history as a powerful discourse for organizing understandings of the past and non-corporeal Actants as a key influence on making sense of (past) events.

The authors conclude that non-corporeal Actants influence the shaping of management and organization studies that serve paradoxically to obfuscate history and its relationship to the past.

The authors drew on a series of published studies of Henry Wallace and archival material in the Roosevelt Library, but the study would benefit from an in-depth analysis of the Wallace archives.

The authors reveal the influences of non-corporeal Actants as a method for dealing with the past. The authors do this through the use of ANTi-History as a method of historical analysis.

The past is an important source of understanding of the present and future; this innovative approach increases the potential to understand.

Decisions are often black boxes. Non-Corporeal Actants are a new tool with which to see the underlying inputs of choice.

The relationship between the size of state audit budgets, audit responsibilities, professional characteristics of staff, risk, and tax and expenditure limitations is explored. Bivariate relationships are examined and then a model is estimated which controls for size, complexity, financial risk factors, and political risk factors. This provides a framework for considering the incremental influence of specialized audit inputs. Both "brand names" and size have been used in past research to proxy for quality dimensions intended to differentiate the audit product provided by different suppliers. This research extends such work by considering characteristics of the auditing services as reflected by specific inputs and by using cost data rather than audit fee data. The states are observed to differ in their responses to financial and political factors by spending resources on peer review, continuing professional education, certifications of professional staff, and expertise in both the computer science area and in law. A positive association of cost and auditor differentiation, implicit in past audit fee literature is corroborated.