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This article is an up‐to‐date review of the trends that are developing in both the capital markets and private client litigation. This includes, of course, the trends in arbitration and clearing firm cases as well.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.

Considers the effect that the baby boomer generation will have upon retirement and compares the present lifestyle to the future. Discusses the impact this generation may have in health and productivity terms and looks at age discrimination and work alternatives. Concludes that many companies faced with more mature workers will have to revise their attitudes.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Sets out the US law concerning age discrimination and looks at how recent court cases have ruled out the “ burden of proof” that the employee have to show before winning an age discrimination case. Summarizes the legal protection given by the Age Discrimination Employment Act against discrimination in recruitment, again quoting case law to show how this law is being applied.

Presents evidence that the “glass ceiling” affects the career development of women in many professions the USA, including those in which they predominate in the entry levels, such as teaching. Sets out US case law on discrimination, summarizing some of the major judgements on human resource practices that are discriminatory. Lists five factors that impede womens’ careers ‐ stereotypes and perceptions; lack of access to mentoring; discrimination; family responsibilities; and the costs of setting up one’s own business.

Looks at the way traditional family units are ceasing to operate and proffers a wider definition for the family, outlining the criteria used by a number of companies to offer family healthcare. Considers the tax implications and the costs and impacts of this extension of care. Gives arguments against this extension but concludes that it may be fair, equitable and economically feasible to extend coverage.

Asian‐American is a quite diversified ethnic group. Each nationality maintain its own culture and identity while most still enjoy a similar central Asian culture. The Asian population is rapidly growing, especially on the West Coast of America where 17 percent (Patel, D.I. 1988) of the total population is composed of Asians. By the year 2000 only 15 percent (Hutchens, S. Jr. 1989) of the additional workers drawn to American corporations will be whites, i.e. most new workers will be from other ethnic groups including Asians. Asian employees present a particular group pattern of behaviour and attitude which results from their cultural backgrounds, e.g. lack of initiative, respect for authority and self‐restraint. They also experience problems in handling the English language and expressions. American management faces the challenge of understanding and effectively managing Asian employees. A competitive edge will be obtained by whoever best understands this new diverse labour force of which the Asian employees are a significant part.

Discusses research ideas on the distinctions between data, information and knowledge, the categories of knowledge and knowledge‐processing activities in Holsapple and Whinston’s (HW’s) taxonomy (1987, 1988a, 1988b), and their application to markets and the activities of the firm. Describes a manufacturing firm’s inputs, production processes and outputs in terms of HW’s taxonomy, pointing out that management must filter the information surrounding the firm to turn it into knowledge of various types, e.g. descriptive, derived, assimilative etc. Considers the role of information for customers of and investors in the firm; and the relationship between knowledge and efficiency. Identifies three types of knowledge workers (builders, stewards and appliers) and calls for further research on the taxonomy of knowledge and standards of knowledge within the finance discipline.