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The name ‘bronze powder’ is a misnomer as the metal itself cannot be used for bronze powder production at all. Bronze powders are produced from pure copper, and from various copper/zinc alloys and from aluminium. By varying the copper and zinc content of the alloy, different shades of gold can be produced. Bronze powders are of a flaky character; however fine they are the particle structure remains flaky. To retain this structure only the highest grades of electrolytic copper and zinc are used. With even a lead content of as low as 0·05% the powder would form into granules long before the desired state of thinness had been reached. It can therefore be said that bronze powders, by the very nature of their structure, can not contain lead or metals of a similar character, other than in traces. Being composed from pure copper, zinc and aluminium, they are anti‐toxic and harmless to health.

Physical distribution (PD) management has often been viewed only as the administration of storage and transportation activities. However, increasing demands on customer service, added product complexity, increased transportation costs and intensifying competition have significantly broadened the scope of PD management. A modern PD manager must do more planning, command greater decision‐making authority and become more active in formulating and implementing marketing strategies (e.g. price setting, packaging design, etc). In order to assume these new responsibilities, PD managers will require a reconceptualisation of their jobs and function as an integral part of the firm. Most important is the need for a set of carefully conceived PD strategies and tactics that are sequenced according to some workable framework. The authors maintain that the product life cycle (PLC) concept represents such a guideline. They discuss how the PLC concept can be used to gauge changing market conditions as well as the subsequent impact this has on the formulation and implementation of timely PD strategies and tactics.

In the present European crisis every intelligent individual of British birth must feel that a tremendous debt of gratitude is due to the British Navy, which, by keeping open the lines of traffic across the seas, has ensured the supply of daily food to the country. Although this journal does not concern itself with political matters, it does concern itself with the question of the maintenance of an efficient food supply in this country at all times, and the one question is indissolubly bound up with the other. Few people probably have any idea of the enormous extent to which they are dependent for the very food which nourishes them upon the ships that enter London and other ports of the English coast. Every day in the year nearly three‐quarters of a million pounds' worth of provisions are imported into this country, in addition to what we actually produce ourselves, and last year no less than two and a quarter million tons of grain, 360,000 tons of chilled and frozen beef and mutton, 170,000 tons of tea, 250,000 tons of sugar, and many other foods in proportion, were landed in the port of London alone. These figures, in view of the present crisis, completely shatter the absurd position of the “Little Navy” nincompoops.

To explore the digital landscape, narrowing to Instagram, as a cultural space to advance sociological understanding of elite athlete mother identity meanings and lives.

Relativist narrative inquiry is outlined as a theoretical and methodological approach to expand sociological research on motherhood and sport, by exploring big and small stories on social media sites. Elite athlete mother's mediated self-portrayals on Instagram are theorized as identity stories (re)created and made possible, by cultural narrative resources.

An example of big and small story research is outlined from a larger case study of elite athlete figure skating mothers' self-portrayals on Instagram as they negotiated motherhood, and a professional sport career. Thematic narrative analysis findings include a big story plot in the post-partum period: negotiating intensive mothering and career. Two small stories that fed into fluid meanings of this big story plot are also presented: holding the baby close and working mum/new mumtrepeneur. These findings show nuanced contradictions of contemporary motherhood meanings, within sportswomen's personal and public digital stories.

A big and small story approach grounded in narrative inquiry holds value to learn more about the contemporary digital landscape's shaping of the meanings of sportswomen's identities and lives. Future research is recommended using this approach on additional social media platforms (e.g. Facebook, Twitter, YouTube) to expand intertextual understanding of elite athlete mother identities in socio-cultural context, tapping into these underexplored naturalistic data resources.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.

In this chapter, we explore the importance of morality in groups. We draw from decades of research from multiple perspectives, including psychology, neuroscience, philosophy, and organizational science, to illustrate the range of ways that morality influences social attitudes and group behavior. After synthesizing the literature, we identify promising directions for business ethics scholars to pursue. We specifically call for greater research on morality at the meso, or group, level of analysis and encourage studies examining the complex relationship between moral emotions and the social environment. We ultimately hope that this work will provide new insights for managing moral behavior in groups and society.

Relationship development is required for any group working together. As members coordinate to accomplish tasks, some level of relationship is created through interaction between group members. However, most group development models focus on task accomplishment and may briefly address relational concerns. Communication research has furthered our understanding of group relationship development based on communicative changes that demonstrate emerging relationships among members. This chapter summarizes research on relationship development in groups. First, the chapter reviews research on group relational messages and relational outcomes. Second, the chapter outlines a framework for explaining group relationship development based on group interaction and development research. Four progressive stages (investigating, initiating, integrating, and interconnecting) are presented that show the communicative changes in group relationship development. Investigating focuses on testing boundaries and getting to know members, while initiating highlights how members become more direct about individual goals and handle conflict. During integrating, members shift to a group mind and tentatively form relationships with members, whereas interconnecting is a sense of we-ness among members and the use of shared group symbols. Future research directions for relational development and the four stages are presented at the end.

We offer a new perspective on group affective diversity by introducing the construct of mixed group mood, denoting co-occurring positive and negative mood states between different members of a group. Mixed group mood is characterized by four facets, namely members’ distribution between two positive and negative subgroups, subgroups’ average mood intensity, subgroups’ mood intensity heterogeneity, and individual members’ mood ambivalence. Building on information/decision-making and social categorization/similarity–attraction perspectives, we explore the performance consequences of mixed group mood along these four facets and we discuss implications and directions for future research.