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In 1870, after a decade of vigorous public debate over the economic importance of technical and scientific learning for the colony’s development, the Industrial and Technological Museum was established in the city of Melbourne ‘as a means of public instruction’ for the people of Victoria. Founded in February 1870 and officially opened on 8 September 1870, the new public museum occupied the building erected at the rear of the Public Library for the 1866 International Exhibition. The Industrial and Technological Museum, later the Science Museum and now part of Museum Victoria, was directed by J. Cosmo Newbery and managed by a sectional committee of the Public Library, Museums, and National Gallery of Victoria Trust, which Parliament had incorporated and enlarged in December 1869.

Nurses and other professional caregivers are increasingly recognising the issue of moral distress and the deleterious effect it may have on professional work life, staff recruitment and staff retention. Although the nursing literature has begun to address the issue of moral distress and how to respond to it, much of this literature has typically focused on high acuity areas, such as intensive care nursing. However, with an ageing population and increasing demand for resources and services to meet the needs of older people, it is likely that nurses in long‐term care are going to be increasingly affected by moral distress in their work. This paper briefly reviews the literature pertaining to the concept of moral distress, explores the causes and effects of moral distress within the nursing profession and argues that many nurses and other healthcare professionals working with older persons may need to become increasingly proactive to safeguard against the possibility of moral distress.

March WED.4. One‐Day Conference on In‐Training of Library and Information Staff. Imperial College, London.

The purpose of this paper is to build on the research-supported view that interactions between top and middle management enhances effective implementation of organizational strategies by exploring the role of internal actors in driving organizational strategy at the intersection between strategy formulation and strategy implementation.

Adopting a social practice perspective, we undertook semi-structured interviews of 27 top and middle level managers drawn from a single case organization. Data collected were analysed using thematic analysis.

Differences in managerial perception of strategy has significant impact on implementation of strategic decisions as well as creating tensions in recursive communication practices between internal social actors. Furthermore, individual perceptions cannot only limit the extent of strategy awareness amongst key actors, the manifestations through social interaction between top and middle managers is a critical determinant of effective communication and realization of organizational strategy.

The research contributes to the strategy process and practice literature by exploring the dynamic interactions taking place at the intersections of strategy formulation-implementation phases of organizational strategy. It particularly highlights practical issues in top and middle manager interactions and implications for successful strategy implementation.

This paper advances the notion that global leadership is a necessary component of undergraduate agricultural leadership. Within an existing leadership curriculum, the development of at least three new courses with innovative approaches to such a globalized curriculum is justified and outlined. These three classes include a course designed to increase awareness of global leadership issues, a cultural assimilation course designed to prepare students for an international experience, and a capstone seminar course. The program will require students to take the three classes being developed in addition to at least three other classes with an international or cultural emphasis as well as participate in an international experience during their undergraduate career. Upon completing the global agricultural leadership curriculum, students will be awarded an academic certificate.

The purpose of this paper is to contribute to the understanding of groupthink in temporary organizations. Only anecdotally has the literature touched upon how the temporary organization's structure may foster groupthink. Studies of faulty group processes are imperative since temporary organizations are becoming more common.

Following the design used by several authors who analyzed the Everest events, this paper is an historic in‐depth case study based on accounts of several survivors.

Three out of four features of groupthink are found and analyzing the Everest events there are several symptoms to groupthink that may be present in any temporary organization.

Groupthink as a theoretical idea is well developed but has received limited attention in a temporary organization (project) setting. More attention should be given to group dynamics in general and groupthink in particular.

Some practices are suggested to avoid groupthink. Furthermore, project managers find themselves in a balancing act between freedom, efficiency, and fast decisions. The context should be allowed to decide which the correct approach is. Finally, blowing the whistle should never be a problem and never be punished.

The setting of this paper is original although it is to the structure a common project. When life is at stake, features and symptoms of groupthink become more evident. The theoretical field is almost non‐existent in a temporary organization setting hence there is a considerable value to the theoretical development of temporary organizations and groupthink.

The wine industry is a multi‐billion product value category worldwide with a significant part being sales through hospitality service providers. Although wine sales add considerably to the profitability of many restaurants, hotels, bars and other hospitality establishments, few studies have been conducted into wine purchasing behaviour within hospitality settings. This study identifies the factors that influence consumers to purchase wine and attempts to demonstrate how the basic demographic characteristic of age is a useful variable for segmentation purposes. The study reveals that there are six dominant factors that influence wine purchasing behaviour and that significant differences in purchase motivation exist between three age segments, 18 to 25 years, 26 to 34 years and 34+years. The results of this research have significant implications for hospitality operators who, with a basic knowledge of the demographic characteristics of their guests, can develop marketing strategies to maximise the sale of wine and wine products.