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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this paper is to outline how CSR can be effectively implemented and driven through the organisation. The emphasis of the paper is not on CSR definition but on the skills and capabilities needed by individuals and organizations to fully implement CSR application.

As a qualitative study, interview, data feedback, and participant observation were the particular methodologies adopted.

Three stages of CSR implementation and, within those stages, ten leadership skills and capabilities are identified. The nature of their inter‐relationship and how that impacts on application, is discussed and explored. The ten skills and capabilities form a portfolio for individual leaders to consider and indeed develop in their management of CSR. These capabilities are called forth in three logical stages from those required for early decision making to those required for full enactment of CSR, forming a clear model. This model provides a road‐map for leaders to increase their consciousness and their effectiveness in the implementation of true rather than token CSR.

A limitation is the qualitative case‐based method. The learning arising from the study can be pursued and further tested through quantitative survey methods in order to provide for balanced, comparative analysis.

A road‐map to effective CSR application for leaders of organisations is offered. This road‐map can be used to guide current leaders and as a guide to developing future leaders.

Originality is high as no such model of CSR application exists. The value of the paper is to offer a research‐based practical guide to CSR implementation.

This paper aims to offer a dynamic theory of leadership development.

The paper examines selected leadership literature through the lens of theory building‐blocks. It identifies the role of the ideal goal in leadership and its importance in developing the psychological aspect of leadership.

The paper posits that leadership is a developmental process, which is based on the type of choice a leader makes. While choice implies that two good options are always available from which to select, one should make choices in accordance with the leader's worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview). Consequently, leaders need to recognise that the choices they make for organisational activities have to fit their own worldview. Pursuing the fit between one's worldview and planned organisational activities ensures that leaders continuously improve their ethical behaviour. The paper concludes with the presentation of a dynamic theory of leadership, which is based on the assumption that one can only strive toward truly ethical leadership with the knowledge that this goal is beyond human capacity.

Being a theory‐based exploration, the paper does not provide empirical examples of how this theory might be applied in practice.

The paper provides an example of a dynamic theory, introduces the concept of Theta and Lambda worldviews and provides a better definition of leadership strategy and tactics.

Industrial psychologists are increasingly being asked to consult with organisations on the management of change. This article describes a case and the implications for professional practice in this area of managerial psychology.

This study seeks to propose self‐governance in organisations based on choice‐making behaviour.

The paper examines selected literature on the behaviour of choice, moving from the individual as the unit of analysis to the organisation, in order to draw lessons for proper governance. To do so, it refers to a series of three independent studies, namely, of luxury, leadership and the role of luxury in helping to cope with organisational pressure.

The paper reviews the need for choice (or human logic), exemplified by the Theta and Lambda worldviews, and the difficulties in its proper implementation. A study into luxury reveals the role of luxury in choice‐making behaviour and the language used for making these choices. These findings are applied to a study into leadership and followed by a third and ongoing study that provides empirical evidence that tension in organisations results, in numerous cases, from an imposed lack of choice because of improper governance. The paper concludes with recommendations for organisational governance.

The claim that conflicts in organisations are based on differences between Theta and Lambda worldviews is based on some empirical evidence only. Criticising governance by rules, the paper does not look in detail into the reasons behind the drive for such a way of governance or how to help change an organisation's governance approach.

The paper introduces the concept of Theta and Lambda worldviews, provides a psychological definition of what luxury is and its importance to organisational life and questions the usefulness of enhanced governance.

This paper aims to undertake a study of national configurational demographics in order to determine the spread of understanding of the chairman's role, performance and contribution.

Qualitative methodology, exploratory in nature through in‐depth interviews and workshop discussion involving 103 UK, US and Australian participants, was undertaken.

The role of chairman is considered as having a distinct effect on board dynamics, role and contribution and the monitoring and support of management. Nine demographic factors are identified as affecting the manner in which the role of chairman is exercised in the UK, USA and Australia.

The findings of this qualitative exploratory study need to be integrated into a quantitative empirical survey in order to ascertain the validity of the results to date.

The two key conclusions highlight the requirement for governance due diligence, examining the financial and competitive strength of the organisation as well as uncovering contextual sensitivities.

Insufficient attention has been given to the role of chairman. The study offers additional insight on how demographic factors influence the shaping and determination of the role of chairman. This paper should be of interest to practitioners, consultants, line managers, board members, chairmen, management academics and business studies students.

Despite the challenge of precisely defining the nature of temptation, this paper seeks to collect contrasting perspectives of this less attractive side of leadership and sets out to find a cure, or rather prevention, for falling into its grasp.

Following a literature review of the temptations to which leaders succumb, the results of focused and intimate case studies of highly respected leaders highlight just what they are tempted with and how and why they particularly may succumb to hedonism, power and posterity.

Extracts of interviews with an international sample of Chief Executive Officers (CEOs) and significant others reveal a distinctly human experience from which it is considered no‐one is exempt. Included in the sample were female top managers but no discernable difference between the genders could be ascertained. The idiosyncratic nature of response to temptation positioned each interviewees experience as unique. It is concluded that certain measures need to be implemented in order to control and reduce the darker human tendencies when exposed to certain conditions.

The paper offers suggestions on possible strategies that leaders can adopt to guard against temptation.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Employee ownership has attracted much attention across the globe. Whether affected by the global financial crisis (GFC), or not, this paper seeks to canvass what is known about employee ownership in neo‐liberal political economies.

This paper is a literature review, cross cultural analysis and critique.

The findings indicate future research directions.

The paper suggests a reconsideration of organizational configurations for possible greater application in the future.

The paper hightlights the re‐regulation of neo‐liberal markets.

The paper focuses on employee share ownership schemes.

Over the last two decades, change has been an important theme for the public services in England and Wales. The Salmon Report heralded the change era by attempting to rationalise the nursing hierarchy according to specific definitions of nursing tasks and grades of pay (1). The Seebohm Report followed suit, recommending that any improvements in the social services had to be accompanied by fundamental administrative re‐organisation(2). Seebohm stated that the three separately administered local authority social work departments of childrens' welfare and mental health (as part of the local health department) should be integrated in one organisation ‐ the social service department (SSD). The recommendations of the report were implemented by the Local Authority Social Services Act 1970. Within two years, the Local Government Act 1972 was in operation requiring substantial changes in local government boundaries and the re‐allocation of local government duties within the new units. The reason for the change of boundaries was that previously different local authorities had substantially different numbers of population in their catchment area. In order to promote equality of resource distribution nationwide, the new local government units were created to meet the demands of comparable population sizes. A year later, the Health Services were reformed on the grounds of attempting to establish comparable geographical boundaries with the newly created local govern‐ment units.