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The purpose of this paper is to examine relationships between work organisation, bullying and intention to leave (ITL) in the Australian hospitality industry, using pressure, disorganisation and regulatory failure (PDR) to measure work organisation.

Cross-sectional survey data were collected from 72 workers in Australian accommodation hotels. They were aged 20-65 years (M=38.26, SD=12.60) and 57.1 per cent were female. The proposed path model was tested with the Mplus (v.7) statistical package using Hayes’ (2009) procedure for mediation analysis.

There were positive bivariate correlations between all variables. The path model indicated that disorganisation and regulatory failure had direct positive associations with bullying. Financial pressure and bullying had direct positive associations with ITL.

The small sample may not be representative and the cross-sectional design and self-report data risk common method variance effects and preclude attributions of causality. Future studies should use more representative samples and longitudinal designs to address common method variance issues and facilitate causal inferences.

Bullying and turnover are significant problems in the hospitality industry, but the contribution of work organisation variables is poorly understood. The present study provides promising preliminary evidence on the potential role of PDR as an antecedent of both bullying and ITL.

Although equal employment opportunity (EEO) legislation was introduced in Australia two decades ago, women's position in the labour market has not improved markedly. This paper seeks to understand the reasons for women's lack of progress by examining the processes that underpin the (gendered) division of labour in the hotel sector using the analytical framework of customer‐oriented bureaucracy.

The study is qualitative in nature, consisting of case studies within the Australian luxury hotel industry. The concept of customer‐oriented bureaucracy is applied as a lens for interpreting the data.

The findings suggest that gender segregation is established and maintained, at least in part, by the dual pressures of customer orientation and bureaucracy. In addition, however, the results highlight the importance of supply‐related factors. Thus, the concept of customer‐oriented bureaucracy, in its current form, only partially accounts for gender segregation. Policy regarding EEO in Australian firms requires re‐thinking if more substantive and lasting changes are to be achieved by women.

The qualitative nature of the research may limit its “power” and generalisability. Future research could incorporate a quantitative analysis of gender segregation and EEO in Australian workplaces.

EEO policy responses in Australia should be sharpened in order to more effectively reflect and redress the factors contributing to women's disadvantaged position.

While customer‐oriented bureaucracy is a useful model for understanding gender segregation, the findings presented illustrate that it has limitations. These may be addressed by extending the concept and incorporating supply‐related issues, affected by employee preferences. The shortcomings of Australia's EEO legislation are also highlighted.

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.

This study aims to explore how customer-perceived quality is affected by innovation in traditional products in the bread, bakery and pastry industry. The study assesses whether innovating traditional products is an effective strategy, especially in traditional industries.

This study followed a quantitative method of analysis. Data were gathered from a sample of 200 Italian bread consumers and analysed using a two-pronged correlation analysis, and two hypotheses were tested using Pearson’s correlation.

The results showed the negative relationship between customer-perceived quality and innovating traditional products in traditional industries embedded in closed contexts.

The study has several academic implications. First, by focusing on the traditional food industry, the study contributes to the theory by answering the call for research in this field; second, the findings contribute to the embeddedness construct and, third, to the studies of customer-perceived quality and to the literature on innovation.

The findings are particularly interesting for entrepreneurs and consultants in traditional industries who make decisions on whether it is better to innovate or to remain anchored to tradition.

The present study clarifies the shadowy side of innovation in traditional industries, such as the bread, bakery and pastry industry, and it reveals how tradition plays a meaningful role in those sectors.

William Blackwood, the founder of the firm of the name, saw service in Edinburgh, Glasgow, and London before opening in 1804 as a bookseller at 64 South Bridge, Edinburgh. Blackwood continued in his bookselling capacity for a number of years, and his shop became a haunt of the literati, rivalling Constable's in reputation and in popularity. His first success as a publisher was in 1811, when he brought out Kerr's Voyages, an ambitious item, and followed shortly after by The Life of Knox by McCrie. About this time he became agent in Edinburgh for John Murray, and the two firms did some useful collaborating. Blackwood was responsible for suggesting alterations in The Black Dwarf, which drew from Scott that vigorous letter addressed to James Ballantyne which reads: “Dear James,—I have received Blackwood's impudent letter. G ‐ d ‐ his soul, tell him and his coadjutor that I belong to the Black Hussars of Literature, who neither give nor receive criticism. I'll be cursed but this is the most impudent proposal that was ever made”. Regarding this story Messrs. Blackwood say: “This gives a slightly wrong impression. Scott was still incognito. William Blackwood was within his rights. He was always most loyal to Scott.” There has been some controversy as to the exact style of this letter, and it has been alleged that Lockhart did not print it in the same terms as Sir Walter wrote it. Blackwood came into the limelight as a publisher when he started the Edinburgh Monthly Magazine in 1817, which was to be a sort of Tory counterblast to the Whiggish Edinburgh Review. He appointed as editors James Cleghorn and Thomas Pringle, who later said that they realised very soon that Blackwood was much too overbearing a man to serve in harness, and after a time they retired to edit Constable's Scots Magazine, which came out under the new name of The Edinburgh Magazine and Literary Miscellany. [Messrs. Blackwood report as follows: “No. They were sacked—for incompetence and general dulness. (See the Chaldee Manuscript.) They were in office for six months only.”] Blackwood changed the name of The Edinburgh Magazine to Blackwood's Edinburgh Magazine, and became his own editor, with able henchmen in John Wilson, Christopher North, John Gibson Lockhart, and James Hogg as contributors. It was a swashbuckling magazine, sometimes foul in attack, as when it told John Keats to get “back to the shop, back to plaster, pills, and ointment boxes”. Lockhart had a vigour of invective such as was quite in keeping with the age of Leigh Hunt, an age of hard‐hitting. The history of Blackwood in those days is largely the history of the magazine, though Blackwood was at the same time doing useful publishing work. He lost the Murray connexion, however, owing to the scandalous nature of some of the contributions published in Maga; these but expressed the spirit of the times. John Murray was scared of Blackwood's Scottish independence! Among the book publications of Blackwood at the period we find Schlegel's History of Literature, and his firm, as we know, became publisher for John Galt, George Eliot, D. M. Moir, Lockhart, Aytoun, Christopher North, Pollok, Hogg, De Quincey, Michael Scott, Alison, Bulwer Lytton, Andrew Lang, Charles Lever, Saintsbury, Charles Whibley, John Buchan, Joseph Conrad, Neil Munro—a distinguished gallery. In 1942 the firm presented to the National Library of Scotland all the letters that had been addressed to the firm from its foundation from 1804 to the end of 1900, and these have now been indexed and arranged, and have been on display at the National Library where they have served to indicate the considerable service the firm has given to authorship. The collection is valuable and wide‐ranging.

The purpose of this paper is twofold: first, to examine George Washington’s approach to leadership through the lens of contemporary leadership theory and practice; and second, to help modern managers further reflect upon and develop their own leadership capabilities through a historiographic examination of Washington’s leadership traits and skills.

Combining three different academic disciplines, management, psychology and history, the author utilized a historiographic and interdisciplinary research methodology, conducting a detailed exploration of the life of George Washington through an examination of a wide range of original archival materials, books, journal articles and other sources.

The present analysis reveals that Washington demonstrated a variety of well-validated leadership competencies (e.g. emotional intelligence, resilience, integrity, etc.) that are largely consistent with leader-centered theoretical conceptions of leadership.

This is the first historiographic study of George Washington’s approach to leadership within the management literature. Additionally, through the development of a competency model, the study demonstrates how Washington employed tools and techniques from a host of modern leadership theories to achieve critically important results.

The support given to prisoners when they leave prison has a bearing on their success in starting a new life and on community safety. This paper aims to examine the community re‐entry experiences of ten people with an intellectual disability in Queensland, Australia.

The findings in this paper are part of a wider study on the life stories of ex‐prisoners with an intellectual disability. Seven male and three female participants with intellectual disability were interviewed using a semi‐structured life story method. Interviews were respectful of the communication styles of participants and involved multiple interview sessions, ranging from two to nine interviews per person. Data were analysed using narrative and thematic analysis with the assistance of NVivo 8 software.

Participants found the process of leaving prison an emotional event, often clouded with both confusion about when release was to occur, and uncertainly as to what they could expect on the outside. The need for concrete information and coordinated hands‐on assistance in negotiating supports in the community have significant implications for correctional and community services.

This study captures the perspectives of people with intellectual disability on community re‐entry. These perspectives are often overlooked in policy and practice developments in the field of corrections. Yet without understanding this group, the field is unable to address their particular needs.

This case study follows the history of the personal and experiences, viewpoints, and attitudes of the key actors from both parties over the period of setting up and implementing a primary authority partnership. It is one of a series research papers and case studies that study approaches to improve compliance with public and private regulations through cooperative and collaborative approaches. The paper aims to discuss these issues.

It is a grounded qualitative study of what a number of individuals said in the course of a number of interviews. The aim and objectives being to obtain, from the key actors, their personal viewpoints, attitudes to and experiences of the partnership. Unlike some grounded approaches the research was based on the priori themes of cooperation and collaboration using semi structured interviews. At one stage, because of difficulty of access to the key actors caused by major re-development of the company, questionnaires replaced interviews.

The authors found that barriers to achieving a successful partnership included an initial reluctance, by all parties concerned, to cede some of their management autonomy to others and experiences of uncooperative behaviour between the public and private sectors in the past. They were largely overcome as the implementation of the project progressed resulting in improved food safety compliance management based on mutual trust. Other benefits for Preston City Council were immediate cost savings for Preston City Council in their use of human resources. For E.H. Booths, Ltd no initial cost saving was made, but there is potential longer term savings to be made through better risk based targeting of resources. These benefits only being made possible by the collaborative effort and support from all parties and individuals involved.

On its own this case study research is limited by its size and scope but the emerging topics and findings highlight the difficulties and barriers faced in setting up partnerships between public regulators and businesses. Therefore, the results can be of value to similar studies and other areas where cooperation, collaboration, partnership, and co-regulation are significant contributory factors to successful compliance strategies.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

ONE of the most significant institutions of our day is the Central Library for Students. This truism—which we have frequently stressed—was emphasised by the Report of the Library which was presented at the Annual Meeting held at University College, London, on May 16th. The number of books issued, which was 52,711, does not seem large in comparison with the figures that an average‐sized municipal or county library can present; but the difference lies in the purposefulness which those figures represent. Nearly every book here recorded was one required for special work; few, if any, were for idle reading or for the occupation of undirected leisure. We note with pleasure that the outlier libraries lent 1,606 books out of 1,814 for which call was made. It seems a fair proportion. We were not clear if the balance unsupplied by them was supplied from the funds of the Central Library itself. We appreciate these outlier libraries, who are able to be such owing to grants from the Carnegie Trust, but we look more earnestly to a greater growth of the voluntary co‐operation which has found its adherents in the public libraries. There are now seven urban and two county libraries who place their stocks at the disposal of the Central Library for Students. Why not all of them? As we have said on an earlier occasion, if all adhered, the demands on any one would be small and the advantages without limit.