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The red bead experiment (RBE) is very well‐known in total quality management. It was designed by Dr W.E. Deming to show managers several lessons in management and sampling. The RBE has evolved over several decades and now has an accepted standard format. The RBE also serves as an introduction to control charts which are an important tool in statistical quality control. Surprisingly very little is known about the statistical properties of the RBE. This is most likely due to the fact that the RBE involves mechanical sampling and so is much more complicated than probability sampling. New methods are given for statistical analysis when mechanical sampling is involved (e.g. mechanical sampling of non‐uniform output in a manufacturing environment). This approach has specific applications to control charts which are a major tool in quality control. In a rigorous analysis, it is shown that p, the sample proportion of red beads in the RBE, is an unbiased estimator of the RBE process defect rate. Expressions are also found for the variance of p, enabling the calculation of control chart limits. Some of the techniques used can be applied to other mechanical sampling situations which may at first viewing seem intractable.

The aim of this case study is to present one library's experiences consulting with a usability expert during the design and implementation phases of a new academic library website and the lessons learned during the process.

The library staff worked with the consultant so that he understood the work of the librarians and goals for the website. Together the consultant and library staff developed a series of tests to measure the usability of the site. The librarians implemented the tests, gradually taking the leadership role in the process.

The study confirms the value of usability testing as a tool to bring to light some of the ambiguities and complexities of a library website for users. The study demonstrates that librarians have developed an expertise and knowledge base that transfers well to the evaluation of websites and online resources. The experience of the University of Michigan AAE Library reveals that usability testing should be an ongoing exercise so that the website remains relevant to the users.

This study advises librarians of the value of testing and that, on the one hand, test results confirm what one imagines about the users' experiences, but on the other hand they reveal the unexpected strategies and understandings of the users.

This case study provides a useful example of the value of working with a usability expert, a discussion of what to expect during the process, and advice about the role of the librarian in such an endeavor.

Free trade reform promotes and consolidates businesses’ orientation to international markets. Using a sample of twenty Latin American countries, this study finds support for the hypothesis that higher revealed trade openness implies faster economic growth. However, at low output growth levels, increased revealed trade openness does not translate to faster output growth. Why more trade does not necessarily imply faster growth at all levels of revealed trade openness growth remains a conundrum. Failure to derive faster economic growth may compromise the prospects for sustainable trade reforms and thus the consolidation of new business ventures as engines for further growth.

This chapter describes practical lessons for leading transformational innovation in industrial firms. These lessons result from theory-building empirical research based on published studies and the authors’ personal observations. These latter are the results of interviews with over 100 senior managers. The research also discriminates between the capabilities for leading core, adjacent and transformational innovations. In practice, each form requires different leadership and skills to ensure success. In the past, firms that use this approach have been described as ambidextrous. However, this oversimplifies the situation rather than considering the continuum of innovation approaches within a firm necessary to ensure long-term sustainability. This is because firms must innovate long-term, deliver ongoing core innovation in their existing portfolio, and evolve their value propositions and business models through adjacent innovation.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

THE centenary of the birth of Edward Edwards is an event of great interest to all persons interested in the public library movement. Elsewhere in our columns we print a brief sketch of the life and work of “the chief pioneer of municipal public libraries.” The date generally accepted as that of his birth, December 14th, is regarded by some as doubtful, but is probably near enough for practical purposes. His retiring disposition resulted in the record of his life being doubtful or broken in places. The late Thomas Greenwood—another great library pioneer who has gone—collected all that could be collected in his valuable biography of Edward Edwards. It was his main regret that he could not obtain an authentic portrait of Edwards, and this regret we must all share, for a portrait brings reality to a verbal description. By the time these words appear in print, the Manchester Libraries Committee and the Library Assistants' Association will each have paid public tribute to the memory of Edward Edwards, and their example will have been followed in private by all other library workers having any regard for the history of their calling.

A core concept of work–home interface research is boundary permeability – the frequency with which elements from one domain cross, or permeate, the boundary of another domain. Yet, there remains ambiguity as to what these elements are and how these permeations impact important outcomes such as role satisfaction and role performance. The authors introduce a multidimensional perspective of work–home boundary permeability, identifying five forms of boundary permeation: task, psychological, role referencing, object, and people. Furthermore, based on the notion that employee control over boundary permeability behavior is the key to achieving role satisfaction and role performance, the authors examine how organizations’ HR practices, leadership, and norms impact employee control over boundary permeability in the work and home domains. The authors conclude with an agenda for future research.