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At roundabouts where entering traffic is required to give way to traffic circulating in the roundabout, the traffic capacity of each entry is a function of the flow of traffic circulating past it. This relationship has previously been analysed in two main ways: using a linear relationship based on regression and using a non-linear relationship based on a model of entering drivers' acceptance of gaps in the circulating traffic. The linear analysis has previously been extended to estimation of the reserve capacity or degree of overload of the roundabout as a whole in relation to a given pattern of approaching traffic. The non-linear analysis is extended similarly in this paper.

The relationships between entry capacity and circulating flow imply in turn that the capacity of each entry is a function of the entering flows and the proportions of traffic making various movements through the junction from some or all of the entries. Equations are established for determining derivatives of capacity or delay on each entry with respect to the demand flow for each movement. In particular, it is shown that when the roundabout is overloaded the capacity of an entry can depend upon the demand flow on that same entry, giving rise to a corresponding term in the derivative of the delay-flow relationship for the approach concerned.

Presents a model of strategic international career management. Argues that while existing career models assist in providing a strategic focus to organizational career management, in that they match career practice with business strategy, they essentially fail to recognize the inherent differences that exist in international career moves vis‐à‐vis more traditional domestic career mobility. As there are significant differences in work role transition when an international career move takes place, there has been a failure to recognize that international career moves are, as has been suggested elsewhere, transitional, discontinuous, recursionary and stage‐interdependent in nature. Stresses the centrality of these career considerations, inherent in international career mobility and generally missing from existing career models to the development of the strategic international career management model advanced.

Water‐borne coatings continue to be of importance owing to widespread concern about the potentially harmful effects associated with the release of organic solvents into the atmosphere. This concern is reflected in their relative growth as a share of the total market. In the UK, for example, the proportion of paint (by volume) that was water‐based rose from 46 per cent in 1970 to 60 per cent in 1990, and the trend still appears to be upward.

Dominik von Winterfeldt will assume the executive chairmanship of Hoechst UK Ltd., in addition to his other responsibilities, following the retirement of the present chairman, Norman Mischler, at the end of June. Mr. Mischler is also chairman of Berger, Jenson & Nicholson.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

Existing research demonstrates that consumers prefer advertising that aligns with their values and beliefs but can also be distrustful of claims of corporate social responsibility. The purpose of this paper is to explore consumers’ perceptions of femvertising in relation to their worldview. Femvertising is defined as “advertising that employs pro-female talent, messages, and imagery to empower women and girls” (Skey, 2015).

A survey of US adults (n = 419) was used to investigate attitudes toward femvertising as they relate to gender, age, support for women’s rights, feminist self-identification, political affiliation and trust in advertising.

Structural equation modeling revealed several antecedents and consequences of attitude toward femvertising. The findings suggest that women’s rights supporters and self-identifying feminists seem highly receptive of femvertising.

Taken together, the findings clarify how femvertising can be an effective strategy for marketers and how it fits within the current advertising literature.

Most years, several AIB members are elected as AIB Fellows on account of their excellent international business scholarship, and/or past service as AIB President or Executive Secretary. The Fellows are in charge of electing Eminent Scholars as well as the International Executive and International Educator (formerly, Dean) of the Year, who often provide the focus for Plenary Sessions at AIB Conferences. Their history since 1975 covers over half of the span of the AIB and reflects many issues that dominated that period in terms of research themes, progresses and problems, the internationalization of business education and the role of international business in society and around the globe. Like other organizations, the Fellows Group had their ups and downs, successes and failures – and some fun too!

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The following appointments are announced by Rolls Royce (1971) Ltd: D. A. HEAD, acting managing director, Derby Engine Division, is confirmed in his position as managing director; P. H. YOUNG, technical director, Bristol Engine Division becomes director of engineering, Derby Engine Division and also deputy to S. G. HOOKER, company technical director; R. NICHOLSON, managing director, Bristol Engine Division is appointed company manufacturing director; P. A. NORMAN, managing director, Small Engine Division, is made company marketing director.

The purpose of this paper is to explore the views of top corporate financial executives on the success of implementation of systems outsourcing and offshore outsourcing, as well as the variables associated with success in these areas.

An analysis of secondary data obtained from the Financial Executives International comprehensive survey‐based research on technology issues for financial executives. Regression analysis and other statistical methods are used.

The study examined usage of outsourcing and offshore outsourcing from the top financial executive's perspective. Only 30 percent of the surveyed companies outsourced IT and only 25 percent engaged in offshore outsourcing IT. Size of the company did significantly influence usage. The major motivators behind the decision to pursue outsourcing were the views that IT is not a core competency and that significant cost reduction was possible. The experiences of the organizations surveyed reflect a general satisfaction with outsourcing and offshore outsourcing. But finally, it was found that while overall use of outsourcing did correlate with higher IT returns, offshore outsourcing did not correlate with higher IT return to the organization at traditional significance levels.

The study can be used as a basis for further exploration on outsourcing and offshore outsourcing success, influencing variables, and motivators.

The findings can be used to guide management teams in outsourcing and offshore outsourcing decisions to maximize returns to their organizations.

Despite many studies that examine success from the theoretical and IT perspectives, this paper provides a large sample set, which empirically reviews major corporations' top financial executives' experiences with outsourcing and offshore outsourcing. In addition, it begins to explore the variables influencing overall outsourcing and offshore outsourcing success perception. Major contributions are the extent of the detail, the large dataset analysis, and the CFO rather than CIO perspective.