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Develops a model for a library staff training program for business reference. The program identifies core business reference competencies for library staff and uses performance measure standards to meet Reference and User Services Association guidelines. Provides a training program that offers insight into the information‐seeking habits of business students, general knowledge of the business discipline and assistance in identifying appropriate library resources. Covers all aspects of establishing a training program including planning, implementation and assessment. Effective training programs covering business and other disciplines provide library staff with an opportunity for professional development and give the library an avenue to improve the quality of reference assistance.

Penrose Tutorial and Guides, a HyperCard (hypertext) program designed to provide computer‐assisted reference service, was created by the author in the summer of 1989. Development in three months was possible only because material included in the program had been compiled over the previous three years and because the scripting and layout were based on a program developed by Apple Corporation. Scripting enhancements added by the author to the Apple program include hidden fields for collecting statistics, a conceptual map, a timed default to return the user to the opening card, and a suggestion box.

At California Polytechnic State University in San Luis Obispo, USA, systems thinking practice guides strategic organizational change. A new Research and Information Service and education (RISE) initiative and an emerging professional knowledge management model illustrate participants' “deep learning” as leaders realign the organization within the broader context of the academic enterprise. This study aims to examine this initiative.

This “thought leadership” approach uses soft systems methodology (SSM) to support collaborative learning focused on re‐examining organizational contexts and assumptions. Fortified by data‐driven dialogue, library faculty and staff learn how to think holistically about repurposing resources, redirecting programming, restructuring staff, and retooling expertise.

Rethinking activities guided by SSM build library staff capacity to improve systems and services through active learning experiences focused on interpreting results and applying insights from user research. Results to date also identify elements of and processes for transformational thought leadership in contemporary information and knowledge organizations.

This promising line of inquiry suggests the efficacy of systems thinking for organizational change initiatives which seek to better align workplace outcomes with constituencies' needs. Results to‐date also suggest elements of, and processes for, thought leadership initiatives which seek to create sustainable workplace learning culture.

This applied systems thinking methodology can inform organizational decision making intended to improve institutional alignment and, concurrently, advance workplace learning.

SSM is typically used in an isolated intervention by external organizational development consultants. At California Polytechnic State University, organizational leaders seek to embed SSM in workplace culture to further evidence‐based information practice and workplace learning.

The purpose of this paper is to develop a categorization of sharing practices from a structured interdisciplinary literature review on the Sharing Economy. Instead of striving for a new definition, the authors distinguish nine types of sharing practices and provide an overview of prior investigations on sharing practices across three levels of analysis and 15 research areas. The structured analysis is translated into opportunities for future research on the Sharing Economy.

The study follows a structured literature review approach to uncover practices related to the Sharing Economy and similar phenomena. The authors analyze 210 articles from a broad number of disciplines, and develop a categorizing framework for Sharing Economy practices.

The paper identifies nine different types of sharing practices and provides a structured way for analyzing, comparing and positioning research on the Sharing Economy and related phenomena.

The categorization of sharing practices and the embedded interdisciplinary overview of studies on the Sharing Economy help to explain potentially contradictory research results and uncovers opportunities for future research in the topic area.

Given the variety of disciplines dealing with the Sharing Economy and the plenitude of definitions and related concepts, the categorization and research overview provides a consolidated view of the knowledge in the topic area and an effective tool for identifying paths for future research.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.