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The aim of this paper is to explore the importance and development of HR consulting and change management skills.

The paper describes the results of a study of HR consulting and change management skills, and the practical application of consulting and change management skills through professional education combined with action learning in a major global corporation.

The HR professionals in the study, drawn from a wide range of organizations, industries and geographies, tend to have a much higher level of confidence in their consulting and change management skills than the line managers who participated in this research.

In addition to pointing out specific areas where consulting and change management skills need to be improved, the paper demonstrates the value of increased skills through a case example of the impact of improving HR professional consulting and change skills in a top European‐based and global energy company. Following the review of this initiative and its impact, the paper identifies specific practical steps and methods for increasing HR consulting and change management effectiveness.

In this paper, we model histories of coresidence between two cohorts of urban Chinese couples, married during the Cultural Revolution and early market reform periods. Most research on coresidence pictures families cross‐sectionally, but nuclear households are a natural part of extended coresidence systems that prefer stem family arrangements. We study histories of coresidence to determine what predicts ever having coresided with the husband’s parents, comparing the predictive power of modernization theory to the impact of demographic change, the availability of household members, and the resources and needs of each generation. While married children’s needs for childcare do not propel them into coresidence, they strongly predict the likelihood of staying coresident.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

In 1899 the medical practitioners of Dublin were confronted with an outbreak of a peculiar and obscure illness, characterised by symptoms which were very unusual. For want of a better explanation, the disorder, which seemed to be epidemic, was explained by the simple expedient of finding a name for it. It was labelled as “beri‐beri,” a tropical disease with very much the same clinical and pathological features as those observed at Dublin. Papers were read before certain societies, and then as the cases gradually diminished in number, the subject lost interest and was dropped.

This issue is a selected bibliography covering the subject of leadership.

Since the emergence of partnering in the construction industry in the late 1980s, it has received a great deal of attention from practitioners and researchers. The published research that is presented in the major journals typically advocates guidelines and models for implementing partnering. To date, however, no paper has attempted to summarize and present a critique of the existing partnering literature. This paper, therefore, reviews the partnering literature that has been published in four high quality rating journals, these being Construction Management and Economics. ASCE Journal of Construction Engineering and Management, Engineering, Construction and Architectural Management and ASCE Journal of Management in Engineering. It is concluded that there were four major themes of empirical studies, which were research on project partnering, examining a dual relationship, international partnering and a special application of partnering. Moreover, nonempirical studies were classified as the types of partnering, partnering models, partnering processes and partnering structure. The review provided in this paper ‘polishes the signposts’ and offers new directions for partnering research and its application in construction. Future studies are recommended to emphasize on the identification of performance measures and critical success factors, development and test of partnering models and processes, and the formation and selection of partnering strategy.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.