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The ALS is a theoretically driven approach to the design of integrated-embedded training systems that is highly flexible and offers ease of implementation. It operates by exerting leverage on foci of the self-regulation system, which recent research has demonstrated to be central to learning and performance for difficult, complex, and dynamic tasks. The training strategy incorporated in the ALS constructs instructional interventions by combining specific training components that affect different aspects of the SRS. By designing synergistic combinations, instructional interventions can be tailored to the developmental progress of trainees and can enhance learning, performance, and adaptability.Our research will target those training components that offer the greatest practical and theoretical potential for improving complex skill acquisition, and the enhancement of adaptive capabilities. By building on existing principles of training design (e.g. mastery goals, sequencing), and examining promising new ideas (e.g. information, interpretation) that are likely to be key capabilities of the next generation of advanced technology systems, the research is expected to yield new principles of training design uniquely suited for the design of integrated-embedded training systems.

The purpose of this paper is to perform a context analysis about a specific Kaizen program, suggestion systems in permanent teams, and identified the barriers and facilitators that companies encounter while implementing them from the workers’ perspective.

The authors applied an inductive method, the Grounded Theory, to develop a specific context theory using the information that emerged from a convenience sample of 182 workers in several countries.

The facilitators and barriers identified for the workers in the field study are aligned with those identified in previous studies, generally obtained using information provided by managers. The methodology enabled us to identify the relationships between them and their level of relevance.

The main limitations were linked with the source of the data as the authors worked with a convenience sample and only analyzed the information provided by the workers.

The identified facilitators, their relationships and their relevance, contribute to understand the functioning phenomena of suggestion systems in permanent teams to facilitate organizations using this continuous improvement program more effectively.

The originality of this study, apart from identifying facilitators from the workers’ perspective, is that the used method enabled us to identify the relationships between them and know how the operators perceived their relevance.

Bradford's Law is presented as an observation made from the outcome of searching, rather than a mathematical development. The organization and presentation of search data is explained. Potential applications of Bradford's Law are discussed. New findings are presented which show the relationship described by Bradford's Law to be fundamentally important but in a more subtle way than previously supposed. Future developments are suggested in terms of their impact on librarianship.

INTRODUCTION During the past dozen years a relatively large theoretical literature has grown out of the models proposed by Averch‐Johnson (2) and, to a lesser extent, Wellisz (90). Averch‐Johnson (here‐after A‐J) pointed out the now famous overcapitalization effect‐that a monopoly subject to rate of return regulation has an incentive to use more than the cost minimizing value of capital. The A‐J model was at first regarded as simply a theoretical explanation of what was long thought to be a significant cost of regulation. After languishing in this state for several years, the model achieved some popularity as a vehicle for theoretical explorations of various aspects of rate regulation. To date, the A‐J model has given rise to nearly forty papers on what has come to be called “the theory of regulatory constraint.”

The 999 ambulance call handler is critical in responding to emergency patient treatment; however, the call handlers are often a hidden component of the healthcare workforce and an under-researched group. The objective of this study is to understand stress triggers experienced by 999 ambulance call handlers that could lead to burnout and examine personal and organisational mechanisms and strategies which reduced the risk of burnout.

A single interview case study approach applying qualitative methods was undertaken. Participants were identified through a purposive sample of 999 ambulance call handlers with the Yorkshire Ambulance Service National Health Service Trust (UK). Participants were interviewed via telephone between July 2019 and September 2019.

In total, 18 staff participated in this study. Societal factors including public incivility and media representation and organisational factors, such as a demanding environment, lack of appreciation and career progression, training issues and protocols were key stressors. Organisational well-being services were helpful for some, but for others lacked accessibility and appropriateness. Positive public feedback and speaking with peers bolstered well-being. 999 ambulance call handlers suggested that sufficient breaks, co-design or feeding back on training and protocols and creating more informal opportunities to discuss ongoing everyday stressors as methods to reduce stress and burnout.

This paper explores a previously under researched area on stressors and potential burnout in 999 call handlers. This paper highlights the need for improved organisational support services and appropriate public and sector peer recognition of the role of ambulance 999 ambulance call handlers.

BUSINESS SCHOOL GRAFFITI is a highly personal and revealing account of the first ten years (1965–1975) at Britain’s University Business Schools. The progress achieved is documented in a whimsical fashion that makes it highly readable. Gordon Wills has been on the inside throughout the decade and has played a leading role in two of the major Schools. Rather than presuming to present anything as pompous as a complete history of what has happened, he recalls his reactions to problems, issues and events as they confronted him and his colleagues. Lord Franks lit a fuse which set a score of Universities and even more Polytechnics alight. There was to be a bold attempt to produce the management talent that the pundits of the mid‐sixties so clearly felt was needed. Buildings, books, teachers who could teach it all, and students to listen and learn were all required for the boom to happen. The decade saw great progress, but also a rapid decline in the relevancy ethic. It saw a rapid withering of interest by many businessmen more accustomed to and certainly desirous of quick results. University Vice Chancellors, theologians and engineers all had to learn to live with the new and often wealthier if less scholarly faculty members who arrived on campus. The Research Councils had to decide how much cake to allow the Business Schools to eat. Most importantly, the author describes the process of search he went through as an individual in evolving a definition of his own subject and how it can best be forwarded in a University environment. It was a process that carried him from Technical College student in Slough to a position as one of the authorities on his subject today.

A bibliometric study of the online retrieval literature, published in 1978, has been updated. The data are based on a recent bibliography containing 3337 references. The literature continued to grow, reaching a peak annual output of 504 papers in 1981. A plateau, predicted in 1978, was not observed. The conference literature, dispersed at the time of the 1978 bibliometric study, has become centralized in four major proceedings: the annual meetings sponsored by Online, Inc., two conferences sponsored by Learned Information, and the annual meeting of the American Society for Information Science. Online retrieval papers have appeared in 479 journals, 47 of which have published five or more papers on the subject. The distribution of papers follows Bradford's Law if conference publications and journals are considered in the total corpus. Thirty‐one authors have contributed ten or more papers.

Covers a special issue of this journal (E+T) which looks at various ways of keeping the workforce data specific and able to adapt. States that some of the articles explore the relationship between employers and the education world of business. Draws on experiences from the USA, the UK and Europe; and among the businesses discussed are: Microsoft; IBM; Maytag corp.; Vauxhall; St John Ambulance; McDonald‘s; Bradford Management Centre; Bayer; Newcastle upon Tyne City Council and the University of Northumbria; University of Leuven (Belgium); and Stanford University Office of Technology licensing. Proposes that the overriding theme herein is that the lethargy within UK companies must be overcome if the UK is to remain an economy with competitiveness as its catchword. Concludes that the recruitment of the right people, allied to training, will lead to retainment of the staff and increases in creativity and productivity.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.