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The establishment of a learning culture supported by powerful knowledge systems can transform the rate and quality of learning. Those factors key to the learning culture not only help accelerate the rate of learning and knowledge creation, they also provide a solid foundation for building meaning and motivation in the workplace. A case study is presented describing how Action Learning, supported by an intranet knowledge system (Open Learning Centre), provides the means to capture and leverage knowledge as well as contributing to skills development.

The purpose of this paper is to encourage other libraries to provide access to their own original content via the web. By way of case study, the process of identifying materials, scanning them and creating web access to original content will be explored.

To implement a book digitization project, three major things need to be present. The library must own material that was published prior to 1923, making them safely out of copyright in the USA; the library needs access to server space on the web and the library needs to own scanning equipment.

This project demonstrated that a library does not necessarily need to obtain grant funding to begin an effective and successful digitization program. It also revealed a few things that would improve the process and enhance the return on investment.

A library meeting, the criteria will be able to enjoy the considerable benefits of a digitization project which include favourable attention from researchers when access to original content is provided, and a greater selection of source materials for their institutional community.

Presents the results of empirical research into issues faced by 25 companies undertaking business process re‐engineering (BPR) programmes. The research team sought to understand the BPR phenomenon through visits to 21 leading practitioners and four in‐depth case studies. The research indicated that six key issues affect the way in which BPR programmes are carried out, namely the nature of the change proposed (radical or incremental), the performance measures applied during the programme, the impact of information technology, the impact of human factors, the presence or absence of a process architecture and the link between BPR and strategy. The outcome of this research has implications for both practitioners and researchers. Where practitioners are concerned, the conventional, step‐by‐step BPR methodology should be amended to take into account these six issues more fully. For researchers there is a need for substantial research into good practice in BPR in each of the six areas.