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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02641619610155120. When citing the article, please cite: Jane Smith, Thomas Delaney, (1996), “Marcel: a MIME prototype study in electronic information delivery”, Interlending & Document Supply, Vol. 24 Iss: 1, pp. 24 - 27.

This paper aims to investigate how the US stock market deals with the announcement of a strategic Chapter 11, a special type of corporate bankruptcy in which companies seek the protection of the law not as a last resort but as a planned business decision.

An event study is conducted by using data concerning a group of US publicly traded companies that entered Chapter 11 for both strategic and nonstrategic reasons. Regression analysis is also used for robustness purposes.

This study reveals that initiating both strategic and nonstrategic Chapter 11 proceedings results in negative and statistically significant abnormal stock returns before and at the bankruptcy announcement date. However, in the period following the filing, the market gradually views strategic bankruptcy cases as positive news, whereas nonstrategic Chapter 11 filings continue to be perceived as distinctly negative.

To the best of the author’s knowledge, this is the first paper that documents an asymmetric market reaction to the announcement of Chapter 11, suggesting that, in certain circumstances, managers can add value by filing a strategic bankruptcy.

Discusses the problems and triumphs encountered while setting up Marcel, a prototype electronic document delivery system being tested at the University of Northern Colorado, USA; and the progression from sending MIME messages to each other, and then to individual patrons. Touches briefly on software and hardware requirements and availability. Finally looks at this pilot project’s future potential.

The purpose of this paper is to reveal insights into the relationship between migrant communities and the hospitality industry by examining the case study of Irish migrants into nineteenth century Victoria in Australia.

The paper provides examples of the pattern of engagement with the hospitality industry as well as individual and family stories that highlight how hotel‐keeping and the service of alcohol in Melbourne and regional Victoria in the mid‐to‐late 1800s, was a key element in social improvement and mobility of Irish migrants at that time.

Although the relationship between the English and the Irish in the nineteenth century could be classified as difficult, the tensions that characterised Anglo‐Irish relations in a European context were remarkably absent in colonial Australia. This paper describes how conditions in the colonies when the majority of Irish migrants arrived allowed them to use the hospitality industry to improve their social standing and to consolidate their position in Australian society.

Migration presents an interesting interface between host communities and guest migrants, which go to the heart of hospitality. In addition, this case study suggests there are some interesting avenues to be followed by exploring cases of other migrant communities both in their relationships with hosts, but also in the opportunities offered by the hospitality industry for opportunities denied to migrants in wider community.

The opportunities offered to migrants in the hospitality industry can provide a useful means of engagement for migrants into host communities through employment, and more importantly through the cultural interface allowed through hospitality enterprises whereby the migrant as guest acts as host to host community members in hospitality entrepreneurship.

The paper has value to both practitioners and academics because it provides an example of migrant experiences and the opportunities presented by the hospitality industry for employment, entrepreneurship and ultimately community integration.

The paper aims to provide an overview of the RapidILL requesting system and describes its operation and the benefits derived by its users, including significant cost savings through elimination of various fees, expedited processing, maximum use of a library's own print and electronic journal holdings, and dramatic reductions in the amount of staff time required for processing interlibrary loan requests.

This paper takes the form of a general review and is written by developers with first‐hand knowledge of how the system works.

Libraries participating in RapidILL experience significant savings in both cost and staff time as a result of functionality built into the system.

Over 200 libraries currently use the RapidILL system, both in the USA and beyond its borders.

This paper provides extensive information on the functionality of the RapidILL system but also will be of interest to libraries that use other interlibrary loan systems.

The purpose of this study is to test a model where human resource inputs (e.g. motivation, employee skill) and human resource processes/practices (e.g. training and development; profit sharing) are hypothesized to contribute uniquely and positively to organizational outputs, i.e. job performance and firm performance.

The cross‐sectional study consisted of 350 business professionals (91 percent managers; 9 percent consultants) from a midwestern US professional organization who took a battery of survey measures via the internet.

After statistically controlling for the background variables (organizational type, size and status), the hierarchical regression analyses demonstrated that both the human resource inputs and process/practice variables explained statistically significant variance in each of the nine regression models. The effect size in each model was medium to large.

The findings illustrate the considerable utility of researchers and managers examining the entire human resource system of an organization when searching for productive leverage points to improve organizational outputs like job and firm performance. The results suggest that human resource managers can have a positive influence on firm performance through implementing and supporting organizational policies and procedures that serve to positively motivate workers (e.g. reasonable incentive compensation and rewards, fair grievance procedures, and performance management), and learning and development activities that stimulate optimal task and contextual job performance.

The Morgan Library at Colorado State University in Fort Collins suffered catastrophic flooding as the result of a historic rain storm and flood that swept through the town on July 28, 1997. This study examines this single library's organizational disaster response and identifies the phenomena that the library's employees cited as their motivation for innovation.

Purpose – This study provides an example of a library where a pre-disaster and post-disaster organizational environment was supportive of experimentation. This influenced the employees’ capacity and motivation to create a new tool meant to solve a temporary need. Their invention, a service now called RapidILL, advanced the Morgan Library organization beyond disaster recovery and has become an effective and popular consortium of libraries.

Design/methodology/approach – This is an instrumental case study. This design was chosen to examine the issues in organizational learning that the single case of Morgan Library presents. The researcher interviewed employees who survived the 1997 flood and who worked in the library after the disaster. The interview results and a book written by staff members are the most important data that form the basis for this qualitative research.

The interviews were transcribed, and key phrases and information from both the interviews and the published book were isolated into themes for coding. The coding allowed the use of NVivo 7, a text analysis software, to search in employees’ stories for “feeling” words and themes about change, innovation, motivation, and mental models.

Three research questions for the study sought to learn how employees described their lived experience, how the disaster altered their mental models of change, and what factors in the disaster response experience promoted learning and innovation.

Findings – This study investigates how the disruptive forces of disaster can influence and promote organizational learning and foster innovation. Analysis of the data demonstrates how the library employees’ feelings of trust before and following a workplace disaster shifted their mental models of change. They felt empowered to act and assert their own ideas; they did not simply react to change acting upon them.

Emotions motivate adaptive actions, facilitating change. The library employees’ lived experiences and feelings influenced what they learned, how quickly they learned it, and how that learning contributed to their innovations after the disaster. The library's supervisory and administrative leaders encouraged staff members to try out new ideas. This approach invigorated staff members’ feelings of trust and motivated them to contribute their efforts and ideas. Feeling free to experiment, they tapped their creativity and provided adaptations and innovations.

Practical implications – A disaster imposes immediate and often unanticipated change upon people and organizations. A disaster response urgently demands that employees do things differently; it also may require that employees do different things.

Successful organizations must become adept at creating and implementing changes to remain relevant and effective in the environments in which they operate. They need to ensure that employees generate and test as many ideas as possible in order to maximize the opportunity to uncover the best new thinking. This applies to libraries as well as to any other organizations.

If library leaders understand the conditions under which employees are most motivated to let go of fear and alter the mental models they use to interpret their work world, it should be possible and desirable to re-create those conditions and improve the ability of their organizations to tap into employees’ talent, spur innovation, and generate meaningful change.

Social implications – Trust and opportunities for learning can be central to employees’ ability to embrace change as a positive state in which their creativity flourishes and contributes to the success of the organization. When leaders support experimentation, employees utilize and value their affective connections as much as their professional knowledge. Work environments that promote experimentation and trust are ones in which employees at any rank feel secure enough to propose and experiment with innovative services, products, or workflows.

Originality/value – The first of its kind to examine library organizations, this study offers direct evidence to show that organizational learning and progress flourish through a combination of positive affective experiences and experimentation. The study shows how mental models, organizational learning, and innovation may help employees create significantly effective organizational advances while under duress.

An original formula is presented in Fig. 1.

The purpose of the present studies was to derive an integrative taxonomy of responses to social conflict. In Study 1, we had college‐age participants sort 33 responses to conflict, taken from various research domains, according to their similarities. From this, we generated two different classification systems: a very simple low‐dimensional system, obtained through multi‐dimensional scaling; and a complex high‐dimensional system, obtained through cluster analysis. To aid in the interpretation of the structures, in Study 2 we collected a set of ratings on each of the conflict responses. The results from Study 2 indicated that many of the labels used to describe conflict responses in past research could be used to describe some aspects of these taxonomies. However, no dimension or set of dimensions was sufficient to describe all classes of conflict responses. The results are discussed in terms of their larger theoretical and practical implications.

The 1969 Food and Drug Administration ban on the calorie‐free chemical sweetener cyclamate has received widespread comment from scientists, consumers, and politicians. This attention has focused on product safety, not on industry losses and regulatory costs. In contrast, the following analysis centers on the financial costs of the cyclamate ban, the incidence of these costs, and the broader economic questions of food additive regulation.