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The purpose of this paper is to present the viewpoint of the hospitality manager of a large amusement park using Menu‐Safe, the new method for HACCP for the Hospitality industry. It is the eighth article in the second Worldwide Hospitality and Tourism Themes issue of the International Journal of Contemporary Hospitality Management presenting a new method of HACCP for the hospitality industry and proof of its utility.

The manager's viewpoint was obtained during interviews with the lead author.

The manager describes significant improvements in management efficiency and effectiveness since managing food safety with Menu‐Safe.

The paper identifies positive feedback for the Menu‐Safe system from a practitioner and makes a recommendation that the method of food safety management is used by other businesses in the hospitality sector. It offers a unique viewpoint and practical advice for readers.

This paper aims to describe written and visual data sources useful for researching the history of advertising and marketing that are held in the collections of the McCracken Research Library at the Buffalo Bill Center of the West in Cody, Wyoming.

Knowledge of the McCracken collections has been acquired over several years of online searches and subsequent data analyses, communications with Library staff and from a personal visit to Cody in September 2021.

Several digital collections are surveyed. The Roy Marcot Firearms Advertisement Collection visually documents industry practices and also speaks to larger issues in American gun culture. The Winchester Publications provide insights via company magazines into product and management strategies, hardware retailing and visual merchandising tactics during the 1920s. The Schuyler, Hartley and Graham archive of business correspondence illustrate business-to-business marketing from the nineteenth through the early 20th century. The Buffalo Bill Collection reveals how the culturally important Wild West shows were promoted and experienced.

This paper familiarizes advertising and marketing historians with the primary sources in the McCracken Research Library and suggests some potential areas for study.

The Sundarbans is a unique ecosystem, the most expansive mangrove system in the world covering the Ganga–Brahmaputra–Meghna delta system and spread over 10,000 sq.km across India and Bangladesh. The Indian Sundarbans have been witnessed to large-scale conversion of mangroves to settled agriculture and steady growth of population over the decades. With time, while population growth has taken place, there has been no significant change in the development scenario, as the agriculture and fishing dependent communities have remained trapped in the vicious cycle of poverty. Its deltaic location and its position in the path of cyclones, tidal surges and seasonal floods have made the people and landscape of Sundarbans more vulnerable than ever before. Cyclones affecting this region have grown both in frequency and intensity over the years and have caused devastation to the land, homes, lives and livelihoods. The problem of salinity has also affected the region relentlessly. Given this scenario, scenario of progressing vulnerabilities, livelihood losses have led to a gradual increase in out-migration of the adult male population. This disaster-led outmigration from Sundarban region as a whole has affected the social fabric of displaced communities to a great extent. This chapter makes an attempt to discuss results of sample surveys across six villages in three CD Blocks of Sagar, Gosaba and Kultali to trace the nature and dimension of the migration patterns of the region.

This chapter explores institution as a religious phenomenon. Institutional logics are organized around relatively stable congeries of objects, subjects, and practices. Institutional substances, the most general object of an institutional field, are immanent in the practices that organize an institutional field, values never exhausted by those practices, and practices premised on a practical belief in that substance. Like religion, an institution's practices are ontologically rational, that is, tied to a substance indexed by the conjunction of a practice and a name. Institutional substances are not loosely coupled, ceremonial, legitimating exteriors, but unquestioned, constitutive interiors, the sacred core of each field, unobservable, but socially real.

This paper discusses the Duke University Medical Center Library’s experience in supporting the use of mobile technology. Over the past several years, the library contributed to the formation of a mobile technology infrastructure through surveys, organization of information sharing events, and the development and review of medical center wide proposals and reports.

As part of its continued expansion Kleen‐e‐ze Holdings plc has appointed W.M. (Bill) Collins to the newly created position of Chief Executive, Industrial Operations.

Current digital hardware technology has been generally based upon the binary, base 2, number system; but, recent advances in the designing of base 3 circuitry indicate that there may be a future wide choice for the hardware user in multi‐valued circuitry. We have now reached the point in computer hardware, given the cost of wiring, where it certainly may be more economical to construct a base 3 computer as an alternative to a base 2 computer; moreover, many k‐valued arithmetic operations can be executed quicker and more efficiently. Reference in this connection is made to ALGOL‐68.

The purpose of this paper is: to report on an experiment in building up inter-organizational collaboration between healthcare organizations; and to identify how structure and some of the components of the strategic community (SC) approach to organizational change can have a long-term impact on inter-organizational collaboration.

This paper resulted from participative action-research held from 2007 to 2013. A systematic collection of data (field notes, 746 hours of observations, proceedings, 186 interviews, journals, focus groups, discussion forums) was conducted in the various cycles of the action-research.

Adapted to the healthcare sector, the SC has taken the form of a temporary inter-organizational collaboration structure composed of health professionals, first-level managers, general practitioners, specialized doctors, and non-profit organization representatives. The SC approach appeared to be an efficient strategy for taking action.

The SC approach appeared to be appropriate for cases where the inter-organizational collaboration had clearly declined, where several other attempts had failed, and where the care trajectory involved vulnerable clients who had to travel between different service points for the required care.

This study illustrates how SC helps to significantly improve inter-organizational collaboration in the healthcare sector. It likewise acknowledges the relevance of Thomson and Perry’s (2006) work in analyzing and emphasizing the dimensions required to ensure successful inter-organizational collaboration.

‘THE FIRST public libraries opened more than 100 years ago, and their services are now taken very much for granted. Even so, the idea that every kind of book should be available free to the borrowing public, still seems remarkably enlightened.’