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The spouses or partners of serving members of the UK Armed Forces are often subject to similar constraints to those of enlisted personnel. This paper aims to examine the experiences and wellbeing of a group of army wives. In particular, it focuses on their shared experiences of consumer vulnerability and related challenges, exploring the extent to which membership of military wives’ communities can help them to cope.

Using an interpretivist approach, data were collected through four focus group discussions involving 30 army wives, and seven individual in-depth interviews.

The paper highlights shared experiences of consumer vulnerability and demonstrates how army wives’ approaches to coping incorporate both individual and community-based approaches. It proposes that communities of coping develop within the army wives community, providing women with both practical and emotional support.

The paper acknowledges that there is a range of factors that will impact military spouses’ experiences of consumer vulnerability and strategies for coping. This heterogeneity was difficult to capture within a small exploratory study.

The UK Government should consider their duties towards military spouses and children. This would entail a significant cultural shift and recognition of military personnel’s caring responsibilities.

This research contributes to understandings regarding the potentially shared nature of both consumer vulnerability and coping strategies. The study introduces the relevance of communities of coping to consumer contexts, highlighting how members can benefit from both practical and emotional support.

The United States government is the world's largest publisher. Its presses churn out thousands of items annually, covering every conceivable subject. Even though most of the items deal with present day concerns, the United States government is responsible for the publication of a large number of histories. Unfortunately, these works, with the possible exception of the Department of Defense's Military History Series, have received little exposure and limited use. In an effort to bring this valuable resource to light, the following bibliography presents annotated citations to nearly 150 histories published from mid‐1977 through mid‐1979.

This article provides a discussion of the unaccompanied British juvenile migration programme to Australia by the Salvation Army (henceforth, the Army) within the context of the imperialist ideas of William Booth and the racist White Australia Policy, as well as Booth’s ideas regarding the ‘training’ of children. The programme was complex in character and diversity, particularly in relation to its philosophy, aims and objectives. One of the central themes of the Army’s programme was support for British imperialism and expansion of the British Empire by populating its Dominions with large numbers of white British migrants: hence it was referred to as ‘emigration and colonisation’. Such migration was regarded as vital to generate economic growth and a strong defence of the Empire. The Army claimed that its migration programme would be of national benefit as it could provide Australia with migrants with significant economic potential.

The successful implementation of quality management in organizations is dependent on people, particularly leaders. It seems as if leaders' affective states (attitudes and commitment) in the military were connected to their capability to inspire people and a group (corps training unit) to achieve a common goal. The research reported in this article was aimed at examining officers in corps training units' attitudes towards, and commitment to quality management in training in the South African Army.

Focus group interviews were conducted with a sample of 49 officers on various levels (senior, junior and warrant officers) at six South African Army corps training units.

The findings indicate that the attitudes of leaders played a significant role to ensure that quality management of training is conducted effectively. Participants experienced that leaders in the South African Army were mostly responsible for the negative attitudes of officers in corps training units. Inadequate leadership support and lack of trust contributed to a lack of transparency and poor communication that resulted in poor commitment among officers at corps training units. The investigation further revealed that a positive affective state (attitudes and commitment) of leaders is essential in ensuring effective quality management of training.

The potential usefulness of this research may provide insight into how leaders' affective state could be improved to ensure effective quality management. This research may also be of interest to other organizations that conduct in-house training.

Armies around the world face the dilemma of reaching the right size of the logistics chain, without compromising the effectiveness of it. The stocking of spares for maintaining the equipment and the vehicles of the army is done with just in case philosophy which results in huge inventories that have associated holding and carrying costs. Material managers of the army must learn lessons from the industry about rightsizing their inventories. Concepts like lean and agile must find place in managing spares of army. Both these concepts have their inherent positives which must be exploited by making use of them at the opportune time. The paper aims to discuss these issues.

The paper starts with discussing the case study of spare parts supply of army. The paper then presents a framework where both lean and agile methods of managing inventory can be used in army. The paper also brings out salient aspects of both these concepts as relevant to spares management in army. The paper also proposes use of automation incorporating MIMOSA database and Ontology-based knowledge repositories.

The paper brings out the fact that both lean and agile supply chains can be used for spares replenishment in army. The paper also gives out a framework to implement the concept.

This concept has been used in the field of healthcare, however, this paper is original in its approach to use it for the army spare parts replenishment. Use of Ontology and MIMOSA as proposed in the paper is also an original attempt.

While intended as a bridge between the concepts of learning organization and organizational learning, current conceptualizations of organizational learning capability still predominantly lean toward the learning organization side, specifically directed at profit firms. The purpose of this paper is to propose a four-dimensional model of organization learning capability that leans more toward the organizational learning side, specifically directed at nonprofit and government organizations in general, and army organizations in particular. This model is applied to the British Army in the Second World War.

The paper entails a secondary analysis of historical and military sources and data.

It is found that the British Army possessed only a moderate learning capability, which can be plausibly, but not exclusively, related to differences in battlefield performance between the British and the German Army in the Second World War.

The research scope of the paper is limited to the analysis of one particular army in the Second World War. Implications for theory reside in the importance of organizational learning capability and its dimensions to the effectiveness of “lessons learned” processes inside organizations.

The paper has clear practical implications for armies and organizations that resemble armies in one or more aspects, like prisons, correctional facilities, police forces, hospitals, mental institutions and fire departments.

The paper ranks among the first organizational papers to analyze army operations and functioning from the perspective of organizational learning capability.

Examines Secretary of War Elihu Root’s 1903 reorganization of the US Army. Prior to Root, the Army suffered major organizational problems, including no central authority and an ambiguous chain‐of‐command. Post‐Civil War antimilitary sentiment had left the Army poorly funded, undermanned and barely capable of waging war on the Indians. In 1898, the ineptly fought Spanish‐American War highlighted Army deficiencies. Root’s modernization created the Chief of Staff, a senior general who reported to the Secretary of War, controlled the previously independent bureaus, prepared war plans and coordinated military activities with the Navy. Root also increased Army manpower and funding, reformed state militia into what is now the National Guard, and overhauled military training. Root laid the foundation for the complex defense management of the present day. His doctrine of civilian supremacy and concept of clear command relationships are as sound now as in 1903.

The purpose of the present research is to test the hypothesis that hiring decisions are influenced by the perceived femininity and masculinity of candidates as inferred from their career history.

Two job selection simulation studies were conducted in which students with and without personnel selection experience assessed the suitability of male and female job candidates for male and female sex‐typed jobs. The candidate's CVs varied with regard to the gender typicality of the candidate's career history.

As predicted, when they previously had occupied another gender atypical job, both men and women were perceived as more suitable for a job that is more typical of the opposite gender. These decisions were mediated fully for women and partially for men by the impact of the gender typicality of the candidate's career on their perceived masculinity or femininity. In addition, men who had a gender atypical career history were perceived as less suitable for gender typical jobs. Thus, for men a gender atypical career history can serve as a “double edged sword.” Importantly, experienced and inexperienced decision makers were equally subject to this effect.

Career history provides individuating information about a candidate over and above the skills and experiences they are likely to have. Gender type is one such information that is pertinent in a job market that divides jobs into male and female typical and makes hiring decisions on this basis. Previous research has largely ignored this aspect of career history.

In this quarterly review of government publications, the judgments expressed are those of the reviewer, Dr. Frederic J. O'Hara, professor of library science, Graduate Library School, Long Island University, Greenvale, New York 11548. Unless otherwise indicated, all items are depository items and may be purchased from the Superintendent of Documents, Government Printing Office, Washington, D.C. 20402. Dr. O'Hara does not handle the distribution of any documents.

This case study identifies factors influencing the implementation of e‐learning within the Australian Army training context.

A grounded theory approach was used to gain an understanding of the concerns of stakeholders involved in e‐learning implementation. This research included interviews with Army managers, course developers, instructional designers and instructors.

The main factors that were important for respondents involved in e‐learning management, design, development and delivery could be identified. This case study demonstrates the importance of maintaining focus on organisational priorities and learning goals while meeting the demands of change pressures.

This is an initial study to gain an overview of the main issues. More research will be required to understand the Army's e‐learning context and to confirm these findings. Further research will include other stakeholders, including trainees' perspectives and extend to other Army sites.

For effective implementation there needs to be a process of continual adaptation and alignment of e‐learning to reflect changing demands while meeting the priorities of the organisational culture and learners' needs.

This paper analyses the first independent external research into e‐learning in the Australian Army. Although this is a specialised context for e‐learning, the issues raised in this case study will inform research into other workplace e‐learning projects.