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Develops an earlier discussion in which the authors argued that the public library service fails in a number of ways to provide an effective service to the full‐time employed. Suggests the characteristics of an effective service for such a market segment using the marketing mix framework. The methods examined concentrate on distribution systems which have the potential to minimize cost to the consumer and to maximize timeliness and convenience of location. Contends that such methods fall into three main categories: in‐house, outreach and remote access. Examines these three categories of service for their suitability, and considers funding, methods of publicity and the control processes necessary to continuity of service effectiveness.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01435129810213343. When citing the article, please cite: Thea Farley, Judith Broady-Preston, Tim Hayward, (1998), “Academic libraries, people and change: a case study of the 1990s”, Library Management, Vol. 19 Iss 4 pp. 238 - 251.

Public library service to the full‐time employed is a topic which is sparsely covered in the library and information science literature of the UK. The full‐time employed are one of the largest segments in the public library market and, as failure to provide an effective service to this client group is a direct contravention of the statutory duty of public libraries, it is a topic worthy of investigation. Assesses and evaluates current service provision to this large market segment using the marketing mix as an analytical framework. Identifies and discusses the discrepancies between the needs and wants of this client group, and the services which are provided for them. In addition, delineates the barriers to their use of libraries.

This paper discusses the pressing need for British Council libraries and information services in Italy to respond positively to British and international forces for change. Social, economic, cultural, and technological developments over the past 20 years mean that lending libraries are no longer an appropriate or effective model for the British Council when serving the information needs of priority groups in Western European countries. It is argued that the restructuring of the Council’s information services in Italy has become a necessity. It is suggested that marketing concepts and technique are relevant both to non‐profit making services in general and to British Council information services in particular. The marketing implications of a range of possible alternative services for non‐user priority groups are considered and, recommendations made for the British Council to adopt a marketing orientation when planning and implementing the future of its information services in Italy.

The effective management of change is a crucial issue for academic libraries in the 1990s and beyond, as change is impinging on every aspect of their work. Through a consideration of aspects of organisational theory, changes in academic libraries, and human resource management, this paper demonstrates the pressing need for attention to change and its effect on people, in an organisational setting. A case study is used to illuminate a literature review, and to ground the conclusions of the study in the experiences of staff in an academic library in a time of change. The structure of an organisation and the people within it are identified as the two primary concerns which should be central to any strategy to manage change. The structure should be flexible and organic to allow for innovation and creativity. Additionally, human resource management should aim to minimise the negative impact of change by responding to the needs of staff through communication and information sharing, staff involvement, training and development, and job design.

This paper seeks to make a contribution to debate regarding the place of sustainability in the management education curriculum with data regarding the opinions on this question of business leaders across both developed and emerging markets.

The analysis in this paper was conducted at the invitation of the secretariat of the UN PRME, led by a team from Ashridge and EABIS, supported by Accenture, and presented for the first time at the 2nd Global Forum for Responsible Management Education convened by the UN in New York in June 2010. The analysis draws on data collected by Accenture as part of the UN Global Compact‐Accenture CEO Study 2010, which included in‐depth interviews with 50 CEOs, Chairpersons and Presidents of UN Global Compact member companies and an online survey of 766 Global Compact member CEOs.

Among CEOs of those organizations that have begun thinking in a sophisticated way about trends relating to sustainability, there is a growing consensus across both developed and emerging markets, and across different industries and organization type, that management education is one of the most important elements in stimulating the kind of organizational change required to effectively address those trends.

The data suggest that debate in business schools about whether or not sustainability is a real issue deserving of their consideration is becoming less relevant. Questions that become more important include: how to do management education for sustainability well? And how can we effectively stimulate the kind of organizational change that needs to occur in business schools for sustainability to be embraced across the faculty?

Areas for further research include empirical research on both the most effective pedagogical approaches for management education for sustainability, and the most effective strategies for organizational change for sustainability within business schools themselves.

This paper presents a snapshot of business leader opinion from the first part of 2010, and thus complements earlier similar surveys of business leader opinion on the question of the place of sustainability in the management education curricula. This will be of particular interest to administrators and teaching faculty within business schools across both developed and emerging markets.

Capital is a user‐led training, consultancy and research organisation based in West Sussex. When the local mental health trust decided to evaluate its assertive outreach team, Capital bid to conduct a qualitative review through one‐to‐one interviews with the team's clients and their carers. In this candid article the project team members describe the process, the hurdles and obstacles they encountered, how they were negotiated or overcome, and what they learned from the experience.

There is an immense public health concern about the effects of binge drinking across the Western world, in particular about British youth on holiday abroad. While existing UK research has shed some light on binge drinking and its consequences, this has largely been restricted to surveys. Therefore, an analysis of the social context of British youth and binge drinking abroad currently remains absent. This article attempts to fill that gap by offering an insight into the social context of binge drinking in a holiday resort in Ibiza. It is based on ethnographic fieldwork and makes use of one field note to highlight what Hunt and colleagues (2010) refer to as ‘important relationships between youth, pleasure and context’, to explore the social interactions of binge‐drinking British youth abroad.