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Local governments use taxes on future increases in property values to pay for current economic development through tax incremental financing (TIF). TIF is a powerful tax tool used to spur improvements to a designated area. Proponents of TIF argue that it allows local governments to make investments without affecting previously established government and school district programs. Detractors argue that because the TIF designation denies existing overlapping districts (e.g., schools) the benefits of increases in property values, TIF can have a negative impact on a community. Empirical evidence on the economic and fiscal effects of TIF is mixed. This paper describes the potential costs and benefits associated with the use of TIF and then summarizes prior research on outcomes associated with this widely used property tax program.

This paper aims to study the role of non-corporeal Actant theory in historical research through a case study of the trajectory of the New Deal as one of the foremost institutions in the USA since its inception in the early 1930s.

The authors follow the trajectory of the New Deal through a focus on Vice President Henry A. Wallace. Drawing on ANTi-History, the authors view history as a powerful discourse for organizing understandings of the past and non-corporeal Actants as a key influence on making sense of (past) events.

The authors conclude that non-corporeal Actants influence the shaping of management and organization studies that serve paradoxically to obfuscate history and its relationship to the past.

The authors drew on a series of published studies of Henry Wallace and archival material in the Roosevelt Library, but the study would benefit from an in-depth analysis of the Wallace archives.

The authors reveal the influences of non-corporeal Actants as a method for dealing with the past. The authors do this through the use of ANTi-History as a method of historical analysis.

The past is an important source of understanding of the present and future; this innovative approach increases the potential to understand.

Decisions are often black boxes. Non-Corporeal Actants are a new tool with which to see the underlying inputs of choice.

This study is a systematic literature review of crowdsourcing that aims to present the research evidence so far regarding the extent to which it can contribute to organisational performance and produce innovations and provide insights on how organisations can operationalise it successfully.

The systematic literature review revolved around a text mining methodology analysing 106 papers.

The themes identified are performance, innovation, operational aspects and motivations. The review revealed a few potential directions for future research in each of the themes considered.

This study helps researchers to consider the recent themes on crowdsourcing and identify potential areas for research. At the same time, it provides practitioners with an understanding of the usefulness and process of crowdsourcing and insights on what the critical elements are in order to organise a successful crowdsourcing project.

This study employed quantitative content analysis in order to identify the main research themes with higher reliability and validity. It is also the first review on crowdsourcing that incorporates the relevant literature on crowdfunding as a value-creation tool.

WITH this issue we are commencing the twenty‐seventh year of our career as an independent Library Journal and trust that we shall carry on the tradition of our illustrious founder and continue to criticise or praise without fear or favour. During the past twelve months our editorial staff has successfully produced special numbers dealing with Bookbinding, Book Selection, Children's Departments, Classification, and Colonial Libraries. Judging by the correspondence we have received, our efforts have been greatly appreciated by the majority of our readers. Naturally we have not pleased everybody and we have even been dubbed the “little contemporary” in some quarters. However, we can point to an unbroken record of twenty‐six years' endeavour to serve the library profession and we ourselves are justly proud of the contemptible “little contemporary” that did not cease to appear even during the darkest hours of the dread war period.

This paper aims to offer a new history of management by tracing a religious dimension of scientific management. The thesis is that the good was foundational for bringing scientific management to success in Taylor’s native Quaker Philadelphia in the 1880s. The paper’s main contribution is to contrast the philosophical origins of Taylor’s ideas in scientific management to his native Quaker roots, and how Taylor, over time, into the 1910s, wrestled with this issue.

The paper is situated in historical interpretivism and subjectivism, leaning on contextual and narrative research on religious morality.

Quaker morality prevented managerial opportunism at Taylor’s Midvale Steel in the 1880s. Conversely, by the 1900s and 1910s, interest conflicts between workers and managers escalated when scientific management moved out of its traditional cultural contexts of Quaker Philadelphia and spread across the USA. The historical implication is, already for Taylor’s time, that scientific management never was the “one-best way” of management.

Future research needs to deepen and broaden research on scientific management when tracing the significance of religion and culture in management thought.

The paper has implications for modern studies of business morality by uncovering the practical relevance of religious business ethics at the outset of management studies.

The historic emergence of scientific management points to a theory of institutional evolution and economic growth, when religiously grounded governance of the firm deinstitutionalized, and institutional economic governance, with different but superior economic advantages, progressed by the 1900s.

The paper suggests an alternative version of the intellectual heritage of management studies by tracing the legacy of Taylor’s Quakerism and how religious and cultural ideas contributed to the formation of science in management.

All seventeen had graciously agreed to my proposal to gather for a small conference to seek consensus. A generous grant from the Pierian Press Foundation would cover all of our expenses for a long weekend at a resort hotel; the only condition of the grant was that we offer our results to Reference Services Review for first publication. Over the past five years each of the seventeen had in turn accepted my challenge to answer the following question: