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Electronic text centers exist in tension with structures and functions of research libraries that have been optimized to handle print materials. This article details the establishment and subsequent development of an e‐text center in the Cornell University Library and the issues that have been raised: the effects of spanning traditionally separate areas of the library, such as collection development, reference and instruction, information technology and support, and stack maintenance; the need for a wide range of language, technical and people skills in e‐text center staff; and the importance of collaboration with other parts of the library, other staff in the university, and other universities. As centers create more e‐texts locally, libraries will face increasing pressure to make the organizational changes necessary to effectively manage electronic collections.

The following is an annotated list of materials dealing with information literacy including instruction in the use of information resources, research, and computer skills related to retrieving, using, and evaluating information. This review, the twenty‐second to be published in Reference Services Review, includes items in English published in 1995. After 21 years, the title of this review of the literature has been changed from “Library Orientation and Instruction” to “Library Instruction and Information Literacy,” to indicate the growing trend of moving to information skills instruction.

The following is an annotated list of materials dealing with orientation to library facilities and services, instruction in the use of information resources, and research and computer skills related to retrieving and using information. The thirteenth annual such review in Reference Services Review, the article covers items in English published in 1986. A few items are without annotations because the compiler was unable to secure copies of them for this review.

The following annotated list of materials on instructing users in library and information skills covers publications from 1982. A few items have not been annotated because the compiler was unable to secure copies of these items.

The purpose of this paper is to explore an evaluation approach and to develop a model of web site evaluation that includes the specification of evaluation criteria, key issues to discuss and recommendations for improving the web site – in this case, that of the Community Social Planning Council of Toronto (CSPC‐T).

The research consisted of three phases: phase 1 involved selection of the general evaluation criteria for web sites, based on a review of the literature plus the collection of factual data on information systems related to the CSPC‐T web site; phase 2 included a step‐by‐step evaluation of the existing CSPC‐T web site based on the general criteria presented in phase 1; and phase 3 provided recommendations in association with the key issues identified in phase 2 in order to improve the CSPC‐T web site, and developed the key components of the evaluation model.

The evaluation of the CSPC‐T web site found mostly positive results in terms of the content of the site and its ability to deliver information to the residents and local communities of Toronto. However, the design of the web site had some negative points requiring improvement, including site structure, page layout and interface design.

The paper demonstrates a step‐by‐step, practical evaluation of community web sites. The research provided a detailed report to CSPC‐T about its existing web site. This should be useful to CSPC‐T in considering how to improve its web site or whether to redesign it to deliver information and services more effectively.

This paper contributes to the knowledge base in the fields of community networks and web site evaluation, and to the improvement of the quality of information and service delivery to local communities via the web.

This paper aims to look at the culture of federal workers and some reasons why workers may or may not want to share knowledge among their peers. To overcome the resistance to knowledge sharing, the paper seeks to explore the benefits of having a knowledge management facilitator with experience in the social professions guiding an agency toward becoming a team learning organization. The objective is to show how cultural changes among the federal workers can enable them to participate in team learning and achieve their fullest potential in their careers and their personal lives. Through employee enrichment, federal organizations can enable their workers to achieve new goals, which in turn can promote improved efficiency, innovation, and effectiveness within the organization.

Some federal agencies have a strong KM program in place that applies the concepts involving people, processes, learning and technology as part of their culture. Others have focused on the technology aspect of KM, while resisting incorporation of the remaining elements that are necessary to sustain a knowledge‐sharing culture. Although more investigation is needed to determine each federal agency's position on knowledge management, one thing is certain – encouraging individuals to reach their fullest potential will have a beneficial impact among federal agencies and encourage knowledge sharing among the workforce.

The paper illustrates that addressing the people aspect of KM is an important step that can provide a foundation for establishing a sound knowledge management program throughout the federal government. Focusing on the individual workers, it is necessary to keep in mind the systems approach to KM and incorporate appropriate elements of the system, as individuals are encouraged to participate in the knowledge management process. The paper provides certainty that implementing a sound KM program will benefit today's federal knowledge worker and further the growth of the future knowledge worker in the 2020 decade.

The paper improves the efficiency of the federal workforce.

The paper acknowledges the federal worker's value, which instils a commitment of the federal knowledge worker and stimulates employee creativity.

The paper provides insight into the culture of federal workers and changes that can be made to improve the innovation, efficiency and effectiveness of the federal work force.

We explore the effects of three organizational variables (country of origin of the multinational company (MNC), the timing of entry into the European Union and the mode of establishment of the MNC subsidiary unit) on the human resource management (HRM) practices being pursued by subsidiaries of large MNCs operating in selected countries in Central and Eastern Europe (CEE) and the Former Soviet Union. Furthermore, we examine whether the degree of autonomy afforded to the subsidiary over its preferred HR recipes is related to overall local unit performance.

We profile the HRM practices of 379 foreign owned subsidiaries located in Bulgaria, Croatia, The Czech Republic, Kazakhstan, Poland, Hungary, Russia, Romania, Serbia and Slovakia. Using descriptive statistics, we present the general characteristics of the sample and we then use bivariate statistical analysis to test our hypotheses relating to the impact of different organizational factors on the HR practice mix implemented in the MNC subsidiaries covered in our survey.

We find a significant correlation between the annual training budget, the importance of knowledge flow from headquarters (HQs) to the subsidiary and the perceived criticality of training and development and whether the subsidiary is a greenfield site or an acquisition. A correlation was also found between the national timing of EU membership (older members, newer and then candidate countries and non-EU members) and three HR practice variables: the use of expatriates, external service providers and employee relations practices.

Our research calls attention to the issue of balancing the efficiencies of standardization with the local preferences and traditions of customization which results in more successful MNC control and ultimately higher levels of performance. It also calls attention to the challenges in pursuing research of this nature over time in the CEE region, especially given the dynamic nature of the MNC mix in each of the countries.

Our findings serve to reduce the information gap on foreign-owned companies in CEE and the Former Soviet Union.

Despite some 30 years of transition, there remains a paucity of empirical research on the HR practices of MNCs across a number of countries in the CEE region. For a decade and a half, the CEEIRT group[1] has been systematically gathering empirical evidence. The combination of the breadth (10 countries) and depth (numerous items related to MNC subsidiary relationships with corporate HQs and patterns of HR practices and roles) characterizing the ongoing research effort of the CEEIRT collaboration serves as a mechanism for augmenting the empirical base on HRM in the region.

The purposes of this article are to evaluate models of stock market risk developed by Robert Engle, and related models (ARCH, GARCH, VAR, etc.); to establish whether prospect theory, cumulative prospect theory, expected utility theory, and market‐risk models (ARCH, GARCH, VAR, etc.) are related and have the same foundations.

The author critiques existing academic work on risk, decision making, prospect theory, cumulative prospect theory, expected utility theory, VAR and other market‐risk models (ARCH, GARCH, etc.) and analyzes the shortcomings of various measures of risk (standard deviation, VAR, etc.).

Prospect theory, cumulative prospect theory, expected utility theory, and market‐risk models are conceptually the same and do not account for many facets of risk and decision making. Risk and decision making are better quantified and modeled using a mix of situation‐specific dynamic, quantitative, and qualitative factors. Belief systems (a new model developed by the author) can better account for the multi‐dimensional characteristics of risk and decision making. The market‐risk models developed by Engle and related models (ARCH, GARCH, VAR, etc.) are inaccurate, do not incorporate many factors inherent in stock markets and asset prices, and thus are not useful and accurate in many asset markets.

Areas for further research include: development of dynamic market‐risk models that incorporate asset‐market psychology, liquidity, market size, frequency of trading, knowledge differences among market participants, and trading rules in each market; and further development of concepts in belief systems.

Decision making and risk assessment are multi‐criteria processes that typically require some processing of information, and thus cannot be defined accurately by rigid quantitative models. Existing market‐risk models are inaccurate – many international banks, central banks, government agencies, and financial institutions use these models for risk management, capital allocation, portfolio management, and investments, and thus the international financial system may be compromised.

The critiques, ideas, and new theories in the article were all developed by the author. The issues discussed in the article are relevant to a multiplicity of situations and people in any case that requires decision making and risk assessment.

A 42‐question survey on usage and beliefs regarding sales force automation (SFA) was collected, along with actual sales performance data, on 1,641 sales representatives of a large international pharmaceutical company in Germany, England, and the United States. The relationships between beliefs and usage and individual sales performance were examined both within and across countries and a cost‐benefit analysis completed. Factor analysis identified five usage groupings including: Planning and territory management; Administration and external information exchange; Within company communication; Active sales tool; and Passive sales tool. Significant usage, belief, and performance differences between countries were found, with the use of SFA explaining 16.4 per cent of the variance in sales performance across countries. General findings indicated that management and representatives believed SFA to be useful. US$22.2 million in sales increases were found to be attributable to SFA usage. At the same time, non‐discounted cash flow payback periods were found to range from 6.2 to 7.4 years. Potential contributing factors and implications are discussed.