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WE note that Llandudno has appointed as librarian a lady whose principal qualifications appear to be that “during the war she served as a V.A.D. nurse at Llandudno and Bristol.” We have every admiration for the services rendered by the lady during the war. She may be a qualified nurse, but is she a qualified librarian? We make no further comment except to say that it is a pity that her nursing qualifications are given so much prominence and that her library abilities are secondary. Personally, we prefer a certificated librarian to a certificated nurse for a library, and vice versa for a hospital!

This annotated listing of 125 United States Government bibliographies is the first annual supplement to BIBLIOGRAPHY OF UNITED STATES GOVERNMENT BIBLIOGRAPHIES 1968–1973 (Pierian Press). Most publications included bear a 1974 imprint, though there are some with earlier imprints which are not included in the 1968–1973 BIBLIOGRAPHY.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

The Battle of Saratoga in October 1777 is believed by many historians to be the turning point of the American Revolution. For the first time, the colonial insurgents abandoned their guerrilla tactics, fielded a trained and uniformed army, and defeated the British soundly. Convinced by the victory that the Americans were serious, the French entered the war on the American side.

Offers an alternative explanation for the development and creation of industrial and post‐industrial organisational forms derived from military models. Organisation as history suggests that the military model was the only available and proven structure capable of coping with the industrial age. Suggests flexible military structures presaged contemporary flexible management and organisational structures. Management and organisational semantics betray martial origins. The past shapes the present and influences the future – professional managers need to understand their professional heritage.

The article traces the origins of the competitive intelligence fields and identifies both the practitioner, academic and inter‐disciplinary views on CI practice. An examination of the literature relating to the field is presented, including the identification of the linear relationship which CI has with marketing and strategic planning activities.

Bibliometric assessment of the discipline. Findings reveal the representation of cross disciplinary literature which emphasises the multi‐faceted role which competitive intelligence plays in a modern organization.

The analysis supports the view of competitive intelligence being an activity consisting dominantly of environmental scanning and strategic management literature. New fields of study and activity are rapidly becoming part of the competitive intelligence framework.

The analysis only uses ABI Inform as the primary sources for literature alongside Society of Competitive Intelligence Professionals (SCIP) and Competitive Intelligence Foundation (CIF) publications, particularly the Journal of Competitive Intelligence and Management. A more comprehensive bibliometric analysis might reveal additional insights. Simple counts were used for analytical purposes rather than co‐citation analysis.

Attention is drawn to the need for the integration of additional, complementary fields of study and competitive intelligence practice. It is clear that today's competitive intelligence practitioner cannot afford to rely on what they learned 20 years ago in order to ensure the continued competitive advantage of their firm. A keen understanding of all business functions, especially marketing and planning is advocated.

While there have been bibliographies of competitive intelligence literature there have been few attempts to relate this to the three distinct areas of practice. This article is of use to scholars in assisting them to disentangle the various aspect of competitive intelligence and also to managers who wish to gain an appreciation of the potential which competitive intelligence can bring to marking and business success.

Serious negotiation begins when two parties are prepared to make an exchange for mutual advantage. Company A has something to offer Company B which Company B values more than Company A. Likewise, Company B has something to offer Company A which Company A values more than Company B. Reciprocation is possible. A successful negotiation can lead to the improvement in the conditions of both parties. There are usually five phases in any negotiation.

The purpose of this paper is to study how several brands like Poulain, Liebig and Guérin have helped to disseminate the French roman national through their chromolithographs at the beginning of the 20th century. By doing so, the paper highlights the participation of brands in the co-construction of the French roman national, a historical narrative that articulates state-supported collective memories.

A total of 1,106 historical trade cards have been collected and analyzed. Historical studies of the roman national have been used as secondary sources to aid in the interpretation of the motifs conveyed in those chromolithographs.

Chromolithographic images produced by various brands at the beginning of the 20th century contributed to the roman national. They provide an ethnocentric, patriotic and linear view of history but are also crossed by political fault lines, opposing secular and Catholic visions of history.

The chromolithographs produced and disseminated by companies have so far only been analyzed as promotional tools, aimed at popularizing brands and stores. By studying roman national motifs, this paper helps us understand what role businesses have played in building other narratives and forging a national spirit.

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..