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Knowledge management (KM) is popular within the engineering industry. With increasing investment in KM projects, companies are looking for ways to justify their effort. This research develops a framework to assess the contribution of KM solutions within a business against its corporate objectives. The framework uses a set of key performance indicators (KPIs) as lead indicators. The lead indicators are developed in line with the lag indicators at the strategic level. A number of templates is developed to implement the framework within a company. A real life case study is presented where the templates are used to identify KPIs for a manufacturing solution. The paper also gives guidelines on using the templates effectively.

Describes the Australian Libraries summit held in late 1988, concentrating on interlibrary lending (ILL) and document delivery aspects. Reports on the Summit′s main objective, that being to establish the most effective means of providing library and information services in Australia. Lists the Summit Resolutions and a summary of the discussions. Considers some of the debates concerning the current state of document supply in Australia.

This review is based for the most part on conference proceedings. It begins with a look at recent developments in interlending in Australasia, with a comparison of interlending statistics, and papers from a resource‐sharing conference in New Zealand reporting Australian and New Zealand interlending practice. Unresolved attempts to define an interlending plan for Australia are discussed together with the present situation. Two delegates' papers at a conference in Western Australia report contrasting developments there. Turning to the UK, four papers from an interlending conference consider the current UK situation, financial aspects, the end user's view and future development of interlending. Finally, a world‐wide collection of ‘proceedings’ is reviewed, dealing with different interlending systems in the UK, FRG, GDR, USA, Netherlands, Denmark, Sweden, China and the European Communities' DOCDEL project, with particular reference to Patent information in Germany and the TRANSDOC project in France.

The inherent violence of the patriarchal spectacle is at times decried through mass social movements such as the #MeToo or black lives matter movements in response to overt political displays of power or policies reinforcing inequalities of gender, race and ethnicity. While critical criminologists and feminists have spent decades on topics such as these, what is, more often than not, ignored is the banal patriarchal oppression women across the globe endure during their everyday lives. Moreover, women, most notably in the Global North and the United States in particular, assent to their oppression through the willingness of allowing the innate violence of an unequal patriarchal system of harm and violence. Our specific focus is on the routinisation of everyday life women participate in reinforcing the status quo of the patriarchal carceral state. We also suggest that social change must be more than reactions and demands for processes of change within the social structure that maintain the overall patriarchal state and structure of society: rather resistance must equal revulsion and rejection for a revolutionary social change to the innate violent system.

Developments in document supply in Australia in the five years following the Library Association of Australia's 1980 national interlending conference are surveyed. Little progress seemed to have been made, apart from the development of the Australian Bibliographic Network, by the time of the second interlending conference in 1983. Six resolutions from this conference were considered in the LAA's National Plan for Document Supply and Delivery. A Document Delivery Conference was called in November 1984 to discuss reactions to the plan, and a working party was formed to progress the Conference's recommendations. The working party's final report is due shortly, and indications are that the National Library of Australia is set to assume a major role in interlibrary lending.

In September 1985, eight sets of children's books from Australia began an odyssey that will take them into all fifty states and Canada by the end of 1988. The books— and the resource, reference and display materials that accompany them—were chosen specifically for their value in introducing non‐Australians to Australia and her children's literature. They also provide an ideal starting point for library collection development.

This case should be paired with textbook chapters that cover the important roles of leadership, staffing and corporate culture in the strategy implementation effort. The case can also be used to review textbook chapters covering competitive and industry analysis, differentiation strategies, goal setting and financial analysis. In advanced courses, readings on leadership and corporate social responsibility should be assigned to inform debates regarding Vasu’s style and his commitment to creating shared value. Alternatively, instructors in retail management courses could assign readings that investigate the linkages of human resource management, service quality and other behaviors to optimal supermarket performance.

The authors revised this case and Teaching Noes from an MBA student case writing project in Fall 2017. The student conducted focus groups with Pacific Market’s consumers, worked with Vasu and his consultant, Tom Scott, a former CEO of a local grocery chain, supplemented with secondary industry research and demographic information about the cities of Sebastopol and Santa Rosa. Meetings to develop the company mission statement and long-term goals took place over Fall 2017. Tom provided the operating information and trade area analysis used in the case, and Vasu provided financial statements and background information.

After a career as a turnaround specialist for Silicon Valley high-tech startups, Vasudev Narayanan (Vasu) acquired Pacific Market, a two-store chain in Sonoma County, California, in 2013. By Fall 2017, rival local chains had expanded, online vendors threatened in-store shopping, the Amazon-Whole Foods combination threatened disruption, and consumers increasingly insisted on “buying local.” Vasu aimed to grow revenues 50 percent by 2020, and fund Good Karma Foundation, a charity in his native India. Strategies to achieve these objectives included infrastructure investments, employee profit sharing, changing the mix of products and amenities or finding a buyer for the operation.

The Pacific Market case is intended for undergraduate or MBA-level strategic management courses. The case pairs well with coverage of how leaders approach the strategy implementation effort, a topic typically introduced toward the end of the course. The case gives students practice in applying strategy formulation concepts and frameworks, e.g. PESTEL analysis, Porter’s industry forces, key industry drivers, strategic group mapping, SWOT analysis, corporate social responsibility and financial ratio analysis. Instructors might also use this case to cover similar material in retail management courses. The case is highly suitable as a written assignment for an examination and/or for team presentations.

As you might imagine, there are a plethora of thoughts about what “change” means. From the ancient Greek philosophers and Confucius on up to present day, legions of people have had decided opinions on the subject.