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Looks at the growth and potential of the Internet in relation to security issues. Presently, lack of security is perceived as a major roadblock to doing business on‐line. Risks of system corruption, fraud, theft and viruses point companies to the need for enhanced security. Investigates the importance of securing a company’s systems, its individual users, and its commercial transactions, and provides a checklist along with a brief discussion of available protection measures for these three primary security concerns.

Develops detailed marketing strategy recommendations for online commerce based on the general popularity of the Internet, the unique nature of doing business there, and how its attributes may be utilized for a successful marketing presence.

Consists of a series of nine articles under the same title. Each article provides a different slant on the hiring process. Outlines the legal position when hiring employees and concentrates on providing a framework for managers. Covers areas including job analysis and descriptions, where to advertise and recruit, selection criteria, the interview, testing, negotiating the offer of employment and references. Briefly describes trends in employment practices and ways to minimize potential litigation through best practice.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

There is significant evidence of increasing global implementation failures in enterprise resource planning (ERP) projects; and, for this reason, critical success factors (CSF) on implementation success (IS) are of notable concern to manufacturing organizations. This paper aims to focus on these factors and the role they played toward implementation success of ERP projects in India. Furthermore, this paper will also seek to explore whether the implementation success is moderated (i.e. influenced) by the organizational culture. This will help other manufacturing organizations take appropriate decisions about the ERP implementation.

In the proposed model, the authors propose organizational culture as the moderator toward the implementation success of ERP projects in India. A survey methodology is used for the study, and a structured questionnaire was developed to get the information.

Through this study, it has been found that the organizational culture acts as a moderator and moderates the relationship between CSF and implementation success of the ERP projects in India.

This study offers both academicians and practitioners a model to research, assess, and identify the appropriate CSF such as Setting up ERP business goals and objectives (SEB), Cross-Functional Teams (CFT), Business Process Reengineering (BPR), Projects Tracking (PTG), and Data Analysis and Conversion (DAG) on IS of ERP projects in India and moderated by the organizational culture. The research is targeted on manufacturing organizations in India, and hence it has limitations in terms of scope. However, the results are quite encouraging with very good response (n=223) from the manufacturing organizations. Other manufacturing organizations planning to implement ERP soon will be highly benefited from the results of this study.

Unfortunately, few research studies define the issues related to the moderator namely the organizational culture. This paper demonstrates how this moderator played an important role in ERP implementation. The findings will encourage Indian manufacturing organizations to implement ERP when facing challenges of the competitive market for their competitive advantage. For India, this research could be among the first to its nature.