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The CALS Engineering Information Management Office at Fort Meade, Maryland—a division of the Information Systems Security Organization (ISSO) of the National Security Agency (NSA)—has developed a centralized digital library to replace the physical library. Now, customers have instantaneous desktop access to any document stored in the digital library. Graphical documents are stored in a variety of formats. An important component of the digital library is the capability of online evaluation of engineering change proposals (ECPs), which are prepared by agency contractors. The new digital library makes all of these change proposals immediately available to qualified users throughout the Information Systems Security Organization (ISSO). Physical location and storage of documents are now transparent. Allowing many different types of graphic formats made it necessary to identify a viewing tool that would be capable of handling all of the required formats. The CADleaf package met the basic requirement of supporting all graphic formats contained in the digital library.

Although principal–agent theory has gained a prominent place in research, its negative image of self-serving managers is frequently criticized. Thus, the purpose of this paper is to examine how existing theories of agency and stewardship can be combined by using behavioral characteristics.

This study reviewed articles on the behavior of agents and stewards from the domains of finance, economics, management, corporate governance and organizational research. Additional theoretical and meta-analytical empirical literature from the fields of psychology and sociology was used to account for general patterns of human behavior.

The results indicate that goal congruency and the perception of fairness can serve as moderators distinguishing agency theory and stewardship theory. Goal congruency can be achieved by stipulating psychological ownership. The perception of distributive and procedural fairness is demonstrated by two major corporate governance mechanisms: performance-based compensation and board monitoring. The results are summarized in six hypotheses that allow a situational, customized corporate governance. These hypotheses can be tested in future research.

Prior work either focused on the merits of principal-agent theory or advocates the utilization of positive management theories, such as stewardship theory. However, little work has been done on bridging the gap between both constructs and develop a more extensive view of management theory.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

LIBRARIES, in common with all other public institutions, must be faced with the uncertainty that arises from the inconclusive results of the recent General Election. We are not intimately concerned with parties and it is held that librarians should eschew them altogether as they have duties to, are the servants of, all. This consideration applies more to the public librarian than to the special one. Be that as it may, the change must postpone, we imagine, our chances of the new Public Libraries Act, because a new general election is probable in a very short time. Meanwhile, there is always uncertainty as to public expenditure and, although we do not expect anything drastic, it is hardly likely that our centenary year will see the beginnings of the library progress for which some had hoped. Most local rate‐budgets have, fortunately, been fixed by now.