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Forensic crime labs play an important role in the criminal justice system’s response to violent gun crimes in the USA. The purpose of this paper is to describe the methods of firearms analysis including ballistics imaging and proposed best practices for investigating gun crimes. A separate line of research has begun to explore the structure of forensic labs and how structure impacts lab performance.

To date, however, proposed best practices in firearms investigation have not been empirically tested within crime labs. The authors address this gap in the literature by using a mediation model examining organizational correlates of a limited number of tasks (identified by Peter Gagliardi’s 13 Critical Tasks) believed to enhance our final dependent measures, forensic crime lab outcomes (NIBIN acquisitions and hits). The authors examine, therefore, the relationship between organizational correlates, collected from a sample of publicly funded labs in the USA, on several of Gagliardi’s tasks and then explore the relationship of those tasks on our outcome variables: NIBIN acquisitions and hits.

Results indicate agency size and number of agencies serviced by a lab are significant factors associated with our mediating variables (Gagliardi’s tasks). Communication was identified as a significant task associated with achieving NIBIN acquisitions and hits. In general, this study underscores the importance of communication between labs and other institutional constituents for increasing ballistics imaging outputs. Furthermore, findings provide partial support for Gagliard’s tasks, by highlighting the role of enhanced communication on organization-based performance outcomes.

This study is the first to examine the mediating effect of Gagliardi’s tasks on the organizational performance of ballistics imaging systems within crime labs. In addition, this study examines the influence of organizational correlates on these mediating tasks.

The paper examines ways that Knowledge Management (KM) can demonstrate practical value for organizations. It begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM. Seven practical outcomes of KM are then presented as methods to persuade managers to invest in KM. These practical outcomes are then evaluated against the value criterion. The paper is based on empirical evidence from a five year longitudinal study.

This paper is based on a longitudinal change project for a large Australian Research Council (ARC) Linkage Project grant in the period 2008-2013. The Project was a transformational change program which aimed to help make the partner organisation a learning organisation. The partner organisation was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent.

This paper provides a checklist from which to evaluate KM in terms of financial and non-financial measures and seven practical outcomes from which to identify the organisational problem which may be addressed by KM. Lead and lag indicators – what needs to be done and what will result – are also provided. Managers may use this framework to identify the value proposition in any KM investment.

The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The seven practical outcomes also vary in the maturity of the empirical evidence supporting KM ' s impact. Strategic alignment, value management, and psychological contract, in particular, are still under-developed and could be areas for specific further research testing the ideas presented here.

This paper argues that investment decisions regarding KM may benefit from focusing on significant and on-going organisational problems, which will connect KM with firm performance and demonstrate financial and non-financial impact. The seven practical outcomes were evaluated against measurement criteria and against KM ' s claims. Overall, common themes were time and cost, as well as capability growth and performance improvements. Financial impact was mainly found in cost savings. Non-financial impact was found across the seven practical outcomes. It provides management with a checklist to make investment decisions regarding KM.

The decision whether to invest in KM begins with methods used to evaluate any organisational project. Managers must determine first whether necessary funds are available; and then whether the project is worthwhile. The standard method for evaluating a project ' s worth is return on investment (ROI). However, calculating ROI for KM investment is problematic. Unless KM can be proven to directly improve performance in financial terms, managers may struggle to see its ROI. The paper begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM.

This study analyzed 24 IELTS Task One (data explanation) prompts for task type, diagram type, subject matter, level of critical thought, and geographical references, in order to determine whether Emirati university students’ anecdotal claims of cultural bias on the IELTS academic writing exam (as experienced by the researcher in the past decade of teaching IELTS in the United Arab Emirates) are valid. The analysis found that the majority of the task types (88%) were non-process in nature (i.e. required the description of data in the form of a chart or graph, rather than the description of a process); 40% of the non-process prompts consisted of more than one diagram. The analysis revealed that 33% of the non-process prompts included bar graphs and 29% included line graphs. Pie charts appeared in 25% of the prompts and tables in only 17%. An Emirati student English preparatory program survey indicated the pie chart as the easiest to understand – a finding that may highlight a difference between the most commonly used IELTS prompt and the students’ prompt preference. A content analysis of topics found a high percentage (58%) of subject matter related to the social sciences, with 79% of the geographical references pertaining to Western contexts. An analysis of the amount of critical thought needed for graph interpretation revealed 52% of non-process prompts required some form of critical thought. The study therefore found that the cultural bias perceived by Emirati students has some validity, given the students’ socio-cultural and educational background.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

This issue is a selected bibliography covering the subject of leadership.

Aircraft operators incur significant costs when an aircraft is taken out of service for maintenance. The purpose of this paper is to present a method for reducing time duration of aircraft maintenance checks using critical chain project management (CCPM) principle.

A case study of a typical heavy maintenance check performed on an Airbus 320 aircraft is undertaken for the analysis. The critical chain method is applied to develop a plan with a reduced duration and a survey and field observations to validate the findings have also been carried out as a part of this paper.

The paper compares the traditional project management method with CCPM in view of reducing the aircraft down time duration for maintenance. This paper repositions buffers and other techniques to shorten the chain path and a reduction in the total duration of the project by five days is achieved.

It is argued that the application of CCPM principle can reduce the duration of an aircraft maintenance check, but this paper is done in a single project situation focusing on project planning and execution. Therefore, additional study may be required to examine other issues.

Cost of the maintenance is second highest expenditure factor for an airline operator. Therefore, it is necessary to drive the maintenance cost down. The paper demonstrates that the duration of a maintenance check can be reduced by 8.9 per cent using the method suggested in this paper.