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To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage library projects, even in situations where the librarian does not have authority over project resources, like personnel, scope, and budget.

This chapter uses a conceptual review of the library, project management, and library project management literature to construct recommendations and best practices.

Many of the PMBOK tools are effective for project managers working without formal authority. These tools include the Stakeholder Register, which allows a project manager to track stakeholders based upon their interest and influence; the Responsibility Assignment Matrix, which allows a project manager and team members to quickly and easily see work and personnel relationships; and Integrated Change Control, which provides project managers with a process for understanding and documenting the impact of project changes. These tools, as well as the PMBOK’s strategies on managing project communication and monitoring and controlling project work, which help orient stakeholders to the work and expectations of the project, while also making sure there are no surprises, provide effective project management tools for librarians working without formal authority.

While the PMBOK is occasionally discussed in the library literature, this chapter extensively uses the framework to connect the framework to library project management. This chapter also shows how the PMBOK, which relies on formal authority, can also be used in situations where the project manager lacks it.

To effectively integrate sustainability education into accounting, the needs of stakeholders such as educators, practitioners, regulators, students, and politicians must be considered. While existing literature reflects their separate perceptions, this study considers their influence on the integration process. Sustainability accounting can play a key role in supporting sustainability practices, which businesses need to be accountable for. This study focuses on how sustainability accounting education can improve corporate sustainability practices. However, most existing studies only consider one stakeholder group, and there is a gap in literature on sustainability accounting education in developing countries, particularly in the Middle East. This study informs future researchers about various research gaps in sustainability education.

The Royal African Company, the Hudson’s Bay Company, and the East India Company used both owned and hired ships in their seventeenth and eighteenth century trading operations. Why such critical assets were sometimes owned and sometimes rented is explored. Contrary to economic reasoning, ship rentals occurred in shipping markets that were uncompetitive. The use of hired ships was correlated instead to market power in the companies’ selling or output markets. The pattern of ship ownership can be attributed to the close social proximity of shipowners to decision-makers in the companies. By modeling the input hiring decision while allowing for variation in the competitiveness of output markets, it is argued that rent-seeking behavior on the part of company insiders may explain the ownership patterns.

In this chapter, the nature and extent of corruption in the construction industry is considered from a worldwide perspective, but particularly in the context of research conducted in South Africa. The definition of corruption is expanded to include conflict of interest and unethical conduct. Corruption in the construction industry is found to be universal and pervasive, occurring in all areas, at all stages, at all levels, and in all forms. A simple triangular model of corruption is replaced by a more complex four-dimensional risk-based model. The challenge for the construction industry, in combating corruption, will essentially require multilateral action in all four dimensions of the enhanced model: eliminating and reducing opportunities where possible; relieving the pressures to commit corrupt acts; rebutting the rationales and arguments used to excuse corruption; and substantially improving and innovating more forensic methods of detection. While the decision to engage in corruption is risk-based, particularly in terms of the capacity to evade detection; in essence corruption is a cultural and moral issue for society.

Many organisations recently instructed employees to work from home due to lockdowns and restrictions put in place to combat the COVID-19 pandemic. However, the unprecedented increase in intimate partner violence (IPV) during the same period have raised concerns about women’s risk of exposure to IPV when the home and workplace overlap during work-at-home instances. IPV is a global public health problem that negatively affects the health, safety, and productivity of victims and co-workers through various mechanisms. While IPV awareness and policies have developed slowly from an occupational health perspective, the workplace remains crucial in identifying, responding to, and offering support to victims. Thus, as part of preparing for future pandemics and considering that working at home has become the new normal, the overlap between home and the workplace cannot be ignored. This chapter discusses the role of employers and how existing guidelines about employers’ response to IPV can be applied when staff work from home.