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The purpose of this paper is to examine the quality movement in the framework of an organizing taxonomy model from six perspectives: global trend, national mandate, industry trend, organizational strategy, operational strategy, and personal philosophy.

The authors use the organizing taxonomy model to analyze the quality movement from each of the six perspectives in terms utilizing a diverse range of key questions, characteristics, and issues which must be addressed.

The analysis shows that viewing the quality movement from these various perspectives can help practitioners in developing an understanding of the quality movement not only from a historical standpoint, but also in terms of current requirements and future demands. This can also benefit quality management researchers in terms of organizing the focus of their research on the various perspectives. The organizing taxonomy model can also be used to assess other phenomena such as lean, supply chain management, knowledge management, and business analytics which are similarly impacting organizations across all industries and throughout the world.

The paper presents a fresh look at the quality movement from a range of perspectives and provides insight into an organized method of assessing major movements that continue to impact businesses globally.

Describes a pilot peer education project based at Fife Health Promotion Department, which began in April 1993. The project had funding for three years and was supported by Fife Health Care, Fife Health Board and the Health Education Board for Scotland. Describes how the project team devised a model to clarify the aims and objectives of the project, given that there is no affiliated body to provide guidelines, and that there is a lack of documentation concerning thorough evaluation and the plethora of meanings associated with peer‐led work. The model will make it easier to document the processes involved for the purposes of evaluation. Outlines the rationale behind the model and describes how the model provides a core framework for other peer work.

The purpose of this paper is to examine the role of organizational culture as a company migrates through a four-stage model for designing a performance measurement system (PMS) focused on customer profitability.

This is a single-site phenomenological case study, at Growth Spurt Marine Accessories (Growth Spurt), a manufacturing organization headquartered in the USA. Data were collected over a two-year period through interviews with accounting staff, internal company documents and recording observational notes.

The paper identifies three major factors that prevented Growth Spurt from transitioning its customer profitability analysis (CPA) reporting package through Kaplan and Cooper’s four-stage model of PMS design: executives exerting their power and spending political capital to prevent implementation without providing rationale, executives believing that the allocation methods were too subjective and executives relying on their own intuition in analyzing customer profitability rather than relying on data. These factors suggest that organizational culture plays an important role in migrating a customer-focused profitability PMS through Kaplan and Cooper’s four-stage model of PMS system design.

The findings suggest that a PMS focused on customer profitability that does not advance beyond Stage II (financial reporting-driven) may still suit the needs of an organization. Additionally, managers should advocate for a multidisciplinary PMS design and implementation team to minimize potentially adverse effects of organizational culture.

This paper is unique because it applies Kaplan and Cooper’s four-stage model for PMS design to CPA and it uses a phenomenological case approach to explore impediments to a comprehensive CPA implementation.

The following is an annotated list of materials dealing with orientation to library facilities and services, instruction in the use of information resources, and research and computer skills related to retrieving and using information. The thirteenth annual such review in Reference Services Review, the article covers items in English published in 1986. A few items are without annotations because the compiler was unable to secure copies of them for this review.

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:

Describes methodologies used both to make decisions about and implement massive journal cuts. These methodologies encompassed both challenging basic assumptions about subscriptions and rethinking the relationship between input into and responsibility for campus decision making. Describes and evaluates use of commercial document delivery services, interlibrary loan, and formats other than paper. Also calls for a questioning of institutional mission and funding to support that mission and a transformational solution to spiralling journal costs.

THE enterprise of two London newspapers, the Tribune (for the second time) and the Daily Chronicle, in organizing exhibitions of books affords a convenient excuse for once again bringing forward proposals for a more permanent exhibition. On many occasions during the past twenty years the writer has made suggestions for the establishment of a central book bazaar, to which every kind of book‐buyer could resort in order to see and handle the latest literature on every subject. An experiment on wrong lines was made by the Library Bureau about fifteen years ago, but here, as in the exhibitions above mentioned, the arrangement was radically bad. Visiting the Daily Chronicle show in company with other librarians, and taking careful note of the planning, one was struck by the inutility of having the books arranged by publishers and not by subjects. Not one visitor in a hundred cares twopence whether books on electricity, biography, history, travel, or even fairy tales, are issued by Longmans, Heinemann, Macmillan, Dent or any other firm. What everyone wants to see is all the recent and latest books on definite subjects collected together in one place. The arrangements at the Chronicle and Tribune shows are just a jumble of old and new books placed in show‐cases by publishers' names, similar to the abortive exhibition held years ago in Bloomsbury Street. What the book‐buyer wants is not a miscellaneous assemblage of books of all periods, from 1877 to date, arranged in an artistic show‐case and placed in charge of a polite youth who only knows his own books—and not too much about them—but a properly classified and arranged collection of the newest books only, which could be expounded by a few experts versed in literature and bibliography. What is the use of salesmen in an exhibition where books are not sold outright? If these exhibitions were strictly limited to the newest books only, there would be much less need for salesmen to be retained as amateur detectives. Another decided blemish on such an exhibition is the absence of a general catalogue. Imagine any exhibition on business lines in which visitors are expected to cart away a load of catalogues issued separately by the various exhibitors and all on entirely different plans of arrangement! The British publisher in nearly everything he does is one of the most hopeless Conservatives in existence. He will not try anything which has not been done by his grandfather or someone even more remote, so that publishing methods remain crystallized almost on eighteenth century lines. The proposal about to be made is perhaps far too revolutionary for the careful consideration of present‐day publishers, but it is made in the sincere hope that it may one day be realized. It has been made before without any definite details, but its general lines have been discussed among librarians for years past.

Collection development literature has burgeoned over the past decade, yet the complaint is still heard that college libraries are not engaged in meaningful collection development activities. College librarians often consider methods described in published research as too time‐consuming, technologically dependent, or statistically complex to apply to their own situations. How relevant is the literature to the practical needs of the collection developer? In addressing this question, a theoretical overview of collection development is presented, and recent publications reviewed, in terms of their relevance to collection planning, implementation, and evaluation in the small college library.

This chapter explores practical wisdom’s role in managing the application and use of soft skills. The authors explore how practical wisdom can connect technical and soft skills by developing moral skill and moral will to enhance ethical decision-making. Given practical wisdom’s importance, the authors further examine its role in the experiential learning process and how experiential learning activities like the Giving Voice to Values (GVV) curricular offering can bring practical wisdom and soft skills into the classroom with modest effort and investment. Through the application of the GVV methodology to a case study, the authors demonstrate how practical wisdom can be used in accounting education to support and advance accounting students’ moral and skill development, and accounting educators looking to do so can use this chapter as a starting point.