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Reports on findings of a study of libraries in the north‐west of England and their service provision to deaf and hard of hearing people. A first article reported on current thoughts within the library profession and developments in staff training, the improvement and promotion of stock, and user education. This article reports on material and technological developments such as minicom, building adaptations and computer and videophone service initiatives. Examines their potential in revolutionizing the approach of deaf people in acquiring information. Considers two apparent contradictory fears: will the introduction of enhanced services stimulate a demand that libraries could not cope with under their current staffing levels, and will the technology ‐ as with experiences in services to visually impaired people ‐ be underused?

Reports on findings of a study of North‐West libraries and their service provision to the deaf and hard of hearing. Part 1 reports on current thoughts within the library profession and developments in staff training, the improvement and promotion of stock, and user education. A second article will report on material and technological developments such as minicom and building adaptations. Throughout, a sensitivity to the range of needs within the deaf community is encouraged, as is the need to make service initiatives ‐ at least for the more traditional library services ‐ reliant not on the keenness of key staff but on policy decisions. Action is being taken ‐ staff in 88 per cent of public libraries and 17 per cent of academic libraries had undergone deaf awareness training, stocks of relevance to learning British Sign Language and about deaf culture are being acquired, and libraries are promoting subtitled and closed‐captioned videos.

The purpose of this study is to review the hospitality and tourism strategy literature to identify trends related to key topical areas of research. The study objectives include identifying hospitality and tourism strategy challenges; presenting a synthesis of frequent strategy topics; and identifying opportunities for future research.

Earlier studies in the hospitality strategy literature were reviewed and synthesized to identify trends, gaps and opportunities.

Hospitality strategy research continues to improve and extend the boundaries of strategic thought in the hospitality literature. In assessing the literature from 1980 to 2013, it was apparent that the literature was following the mainstream trend of combining theoretical perspectives to some degree as well as applying more process-based concepts to hospitality strategy research. There were several challenges for propelling hospitality strategy research forward; these included the educational infrastructure, theory development and the quantity and quality of researchers in the field.

Given the depth and breadth of the strategy topics and research, it was difficult to ensure sufficient coverage was provided in the limited space of one journal article.

The study provides a good foundational understanding of where the hospitality strategy research had been and the trajectory of where it was headed. Further, it serves as a valuable resource for current researchers and those entering this area of research.

The major purpose of this paper is to answer the overarching questions of how multinational corporations (MNCs) address the multiple institutional logics of accountability and pressures of the field in which they operate and how the dominant logic changes and shifts in response to such pressures pre- and post-disaster situation.

In-depth interpretive textual analyses of multiple longitudinal data sets are conducted to study the case of the Fundão dam disaster. The data sources include historical documents, academic articles and public institutional press releases from 2000 to 2016, covering the environment leading to the case study incident and its aftermath.

The findings reveal how MNCs' plurality of and, at times, conflicting institutional logics shape the organizational behaviors, actions and nonactions of actors pre-, peri- and post-disaster. More specifically, the predominance bureaucracy embedded in the state-corporatist logic of the host country before a disaster allows the strategic subunit of an MNC to continue operating while causing various forms of environmental damage until a globally visible disaster triggers a reversal in the dominant logic toward the embrace of wider, global, emergent social and environmental accountability.

This paper contributes to discussions regarding the need to explore in depth of how MNCs respond to multiple institutional pressures in practice. This study extends the literature concerning disaster accountability, state-corporatism and logic-shifting by exploring how MNCs respond to the plurality of institutional logics and pressures over time and showing how, in some cases, logics not only reinforce but also contrast with each other and how a globally exposed disaster may trigger a shift in the dominant logic governing MNCs' responses.

There is debate and controversy about the use of branding in sport. Often, fans show loyalty to their club that many brands could only dream of, and a key argument of previous research is that supporters do not like to think of their club in commercial terms, as a brand. However, the authors argue that in today's environment fans have pragmatic attitudes towards the necessity of branding and its importance in the future success of their clubs. Thus this paper aims to develop and test a model conceptualising the relationship between supporters' emotional attachment, supporters' brand perception/strength and their support for brand extension.

In‐depth interviews with, players, clubs' officials and supporters, leading to the design of a survey instrument completed by 842 supporters of two professional Norwegian football clubs.

The model confirms that fans that have a strong emotional attachment to their club have a stronger perception of the club as a brand and support brand extension.

This is a one‐country study.

Club management needs to be careful when extending its brand. Brand extension must be designed to reflect the heritage and tradition of the club. Also, club management needs to show in brand extension an element of competitiveness, which improves brand image, strengthens supporters' belief in their club and attracts new supporters.

The authors provide new evidence which contradicts existing theory. The study challenged the widely accepted argument that supporters of football clubs are likely to disapprove of and reject the thought of their favourite football club as a brand.