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“GIVE a dog a bad name and hang him,” is an aphorism which has been accepted for many years. But, like many other household words, it is not always true. Even if it were, the dog to be operated upon would probably prefer a gala day at his Tyburn Tree to being executed in an obscure back yard.

When Rambo Last Blood hit the screens in 2019 to an almost unanimous thumbs down from the critics, it seemed as if Sylvester Stallone's ‘last outing’ as his iconic action hero, John Rambo was to bow out with more of a violent whimper than a spectacular bang. But action heroes never really do know when to quit. There is always one last mission to undertake. In an online interview in September 2019, Stallone indicated that Rambo 6 could well be on the cards. This chapter will discuss not only ideas about ‘Rambo’ as a character and his character arc, but posit the idea that Stallone, through the process of gerontology, has moved through the decades to become not a simplification or distillation of a cinematic action hero, but rather a much more complex one that asks questions about the politics of the era, masculinity, fragility and ageing.

VINE is produced at least four times a year with the object of providing up‐to‐date news of work being done in the automation of housekeeping processes, principally in the UK. Ittis edited and substantially written by the Information Officer for Library Automation based, from June 1st 1984, at the Polytechnic of Central London and supported by a grant from the British Library Research and Development Department. Copyright for the articles rests with the British Library Board and opinions expressed in VINE do not necessarily reflect the views and policies of the British Library. The subscription for 1984 to VINE is: £23 for UK subscribers, £26 to overseas subscribers (including airmail delivery). Second and subsequent copies to the same address are charged at £14 for UK and £16 for overseas. VINE is available in either paper or microfiche copy and all back issues are available on microfiche.

EVERY librarian in his inmost heart dislikes newspapers. He regards them as bad literature; attractors of undesirable readers; a drain upon the limited resources of the library; and a target against which the detractors of public libraries are constantly battering. From the standpoint of the librarian, newspapers are the most expensive and least productive articles stocked by a library, and their lavish provision is, perhaps, the most costly method of purchasing waste‐paper ever devised. Pressure of circumstances and local conditions combine, however, to muzzle the average librarian, and the consequence is that a perfectly honest and outspoken discussion of the newspaper question is very rarely seen. In these circumstances, an attempt to marshal the arguments for and against the newspaper, together with some account of a successful practical experiment at limitation, may prove interesting to readers of this magazine.

In the present paper direct as well as indirect relationships between organizational changes and exposure to bullying at work are investigated. Interpersonal conflicts are hypothesized to mediate changes on bullying. Data from a sample of 2408 Norwegian employees confirmed that different organizational changes were moderately associated with task-related bullying at work, and that exposure to more changes increased the likelihood of being bullied. Structural equation modelling supported the assumption that changes were directly related to bullying. However, the hypothesis that changes were mediated on bullying through interpersonal conflicts was not supported. Results indicate that organizational changes and interpersonal conflicts are separate, and mainly independent, precursors of bullying at work.

One more point calls for notice. It may be asked : Why is there any alphabetical arrangement under the word “and”?

WE do not apologize for devoting space this month to the Scottish Government Report on Libraries. It is, as our writers affirm, an important document and many themes for debate may emerge from it. If a reading circle of young librarians were formed in any district it could consider this document page by page with much profit. It is, for an official document, interesting in style. It starts many old ideas, it has the verve and certainty which we look for in the amateur rather than the professional writer. To some of its statements, for example its assertion that “libraries have reached or are approaching a temporary limit to their usefulness, because the schools have not yet given adequate training in the use and power of books,” librarians may well ask “why?” in relation to the second part of this statement; and they certainly refuse to admit or believe the first part of it. In fact, the use of libraries in such universal manner is largely the result of the work of modern libraries for children. The librarian teaches children what to read. We have not reached any such limit as is affirmed ; we are indeed only on the margin of our possibilities.

The purpose of this paper is to elucidate the influence that participation in a simulation experience based on the automobile industry has on the entrepreneurial attitude (entrepreneurship attitude orientation) through conflict management learning.

The sample used in this paper consists of 427 advanced undergraduate students majoring in Business Management and Administration, Economics, Tourism and Research, and Marketing. The data are collected by means of a structured questionnaire.

Results show that the simulation experience increases positive results for personal control and self‐esteem indicating that the participants applied the knowledge learned in the simulation improving their perception of control and conflict management approaches.

The paper is focused on a business game based on the automobile industry in order to involve the participants into a realistic business management experience.

Results encourage the incorporation of these simulation tools into educational programs related to entrepreneurship. Business simulations improves conflict management within and between groups, especially in the complementary activities and negotiations with real agents, it also fosters motivation and cooperative attitudes.

This paper contributes to increase knowledge in conflict management for workgroups maintaining intensive and relentless relationships over a relatively long period of time in which the simulation develops. At a more practical level, experience on conflict management generates acceptance of the conflict as a part of the decisions making process, which improves the entrepreneurial attitude for all participants.