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Speculation as to the impact of UNIX systems is rife throughout the industry. Interest in the final outcome is not confined to the major manufacturers. Software developers are experiencing significant demand from users anxious to reap the benefits of true applications portability. The benefits of UNIX are felt on a very broad front. It is not only developers who will make significant savings: users, no longer constrained by proprietary restrictions, will have a far greater choice of both hardware and software products. However, UNIX is not a perfect operating system. Its limitations are generally well known, and the long‐standing debate on which standards will finally be adopted seems no nearer resolution. But it is only a matter of time before the age of true applications portability finally dawns.

Previous research provides promising insights to the role of spherical video-based virtual reality (SVVR) applied with and for autistic users. Work already conducted in this area suggests that SVVR delivered via a range of head-mounted displays (HMDs) are useable, acceptable, can enable skill acquisition, can be relevant for delivering training, can help to reduce discomfort and promote skills generalization. However, to date very little research articulates methods or approaches to the design and development of SVVR. Here, the authors share the experiences of working in this space and designing SVVR content with and for autistic groups.

The authors draw upon two case studies/projects that were previous worked on with the intention to extrapolate key parts of the production process of SVVR development. The authors also outline key theoretical contexts as related to SVVR development in this field.

The goal of this primer on SVVR is to provide researchers and practitioners with an overview of using this technology. The authors provide a set of recommendations that should inform others in creating their own content and developing SVVR for/with/by autistic people.

This work combines and outlines theoretical, conceptual and practical considerations for practitioners and stakeholders seeking to build and deploy SVVR content; aspects not reported in previous research.

The inter‐organizational network is becoming an increasingly common form of organization. The majority of trade is carried out between organizations, rather than organizations and households. Many of these networks are concerned with the exchange of tangible goods. However, increasing numbers are concerned with the exchange of knowledge and all are dependent upon the role of knowledge in their activities. It is our assertion that with an understanding of the nature of knowledge, we may identify how, and why, certain network formations are adopted. It is asserted that links between organizations may be viewed as knowledge assets. The expression of multiple links within a corporate community may be regarded as a network of knowledge assets. From this conceptual framework, it may be possible to answer wider questions concerning the nature of networks established in the real world and how changes are wrought on a network over a period of time.

The ISO 9000 series is the international standard for quality systems. In 1987 it was published in the UK as BS5750. It tells suppliers and manufacturers what is required of a quality‐oriented management system. It does not set out unusual or special requirements with which only a few firms can or need comply, but is a practical standard for quality systems which can be used by all sectors of industry.

In my introductory article, “Airworthiness — A Systems Approach”, last March, I expressed the hope that eminent engineers from all the disciplines and activities on which “total airworthiness” (my phrase) depends, would be persuaded by Aircraft Engineering to contribute articles on their own specialisations.

The collapse of Barings Brothers has been blamed on the unsupervised activities of a single ‘rogue trader’ in Singapore. This may have been the cause but it is definitely not the reason. While greed and complacency have played a part, the root of the problem lay in the bank's inability to assimilate and adjust to the widely different cultures within the bank, that came with the acquisition of stockbrokers Henderson Crosthwaite, back in 1984, in what then became Barings Securities.