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The purpose of this article is to understand the role and value of mentorship for young people with blindness and low vision (BLV) through their education and work journey and to provide a conceptual framework for developing mentoring opportunities for young people with BLV.

Experiences of formal and informal mentorship were gathered within two distinct groups: adolescents with BLV in Australia and young adults with BLV in Canada. Qualitative data were collected from semi-structured individualized interviews regarding the experiences, understanding, and valuing of mentorship within these groups.

Results indicate the importance of informal role models and formal mentors within the lives of participants and how these become more refined and specific over time. Australian students valued role models as examples of success and inspiration for their own goals. Canadian mentees desired mentors as examples of personal lived experiences and providers of career-specific advice.

The study is original in its focus on the role of mentors for young people with blindness or low vision.

The following is an annotated bibliography of materials published in 1978 on orienting users to the library and on instructing them in the use of reference and other resources. A few entries have a 1977 publication date and are included because information about them was not available in time for the 1977 review. Also some entries are not annotated because the compiler was unable to secure a copy of the information.

Complex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.

Using a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.

Despite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.

The results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.

Suggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.

Strategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.

In this, the third volume of Emerald Publishing's Gender and Action Film series, the emphasis is placed firmly on the way that Action Cinema has transformed in the post-millennial period. Through a series of in-depth case studies, and using a mix of theoretical approaches and analysis, each chapter will offer comparative gender studies that are both evocative and interrogative of a genre that has often been lambasted for the way in which gender is portrayed. The volume covers such areas as ageing action stars and the roles they portray in geriaction movies, critical examinations of gender in Action Cinema post-9/11, and changes aspects of feminism, gender practices and metamodern narratives.

As CD‐ROM becomes more and more a standard reference and technical support tool in all types of libraries, the annual review of this technology published in Computers in Libraries magazine increases in size and scope. This year, author Susan L. Adkins has prepared this exceptionally useful bibliography which she has cross‐referenced with a subject index.

In Canada, integrated care pilot projects are often implemented as a local reform strategy to improve the quality of patient care and system efficiencies. In the qualitative study reported here, the authors explored the experiences of healthcare professionals when first implementing integrated care pilot projects, bringing together physical and mental health services, in a community hospital setting.

Engaging a qualitative descriptive study design, semi-structured interviews were conducted with 24 healthcare professionals who discussed their experiences with implementing three integrated care pilot projects one year following project launch. The thematic analysis captured early implementation issues and was informed by an institutional logics framework.

Three themes highlight disruptions to established logics reported by healthcare professionals during the early implementation phase: (1) integrated care practices increased workload and impacted clinical workflows; (2) integrating mental and physical health services altered patient and healthcare provider relationships; and (3) the introduction of integrated care practices disrupted healthcare team relations.

Study findings highlight the importance of considering existing logics in healthcare settings when planning integrated care initiatives. While integrated care pilot projects can contribute to organizational, team and individual practice changes, the priorities of healthcare stakeholders, relational work required and limited project resources can create significant implementation barriers.

The purpose of this paper is to examine Gen Y consumers' responses to American Apparel's use of two advertising message strategies – fair labour and sex appeal, using the theory of reasoned action to predict intent to patronize American Apparel and comparing the utility of the classic reasoned action model with an extended model that included variables external to the theory.

A questionnaire was administered to 425 consumers, who were randomly assigned to one of four advertisement exposure groups. Group 1 evaluated an American Apparel ad (Ad No. 1) that promoted fair labour practices. Groups 2, 3, and 4 evaluated Ad No. 1 as well as one of three additional ads that featured messages employing sex appeal of varied intensities.

Participants' attitudes toward American Apparel were more positive when they were exposed to the fair labour message, only, than when they were exposed to the fair labour message in conjunction with one of the three sex appeal messages. In the classic reasoned action models, intent to patronize American Apparel was consistently predicted by attitude toward the retailer. Extending the models increased the explained variance for Groups 1, 2, and 3, with several variables adding predictive utility.

A fair labour message may contribute to positive evaluations of apparel advertisements and may build positive attitudes toward apparel retailers. Thus, when appropriate, apparel retailers might consider using a fair labour message strategy, rather than a sex appeal message strategy.

The study explores consumer responses to two distinct advertising message strategies not often used simultaneously by a single company within the contemporary marketplace and examines the influence of these responses and other variables on patronage intention.

Founded in 1971 and acquired by CEO Howard Schultz in 1987, Starbucks was an American success story. In forty years it grew from a single-location coffee roaster in Seattle, Washington to a multibillion-dollar global enterprise that operated more than 17,000 retail coffee shops in fifty countries and sold coffee beans, instant coffee, tea, and ready-to-drink beverages in tens of thousands of grocery and mass merchandise stores. However, as Starbucks moved into new market contexts as part of its aggressive growth strategy, the assets and activities central to its competitive advantage in its retail coffee shops were altered or weakened, which made it more vulnerable to competitive threats from both higher and lower quality entrants. The company also had to make decisions on vertical integration related to its expansion into consumer packaged goods.

Understand how strategy needs to be adapted to new contexts. Understand how to manage tradeoffs involved in growth. Be able to identify possible threats to competitive advantage as a result of growth.