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The Dynix system was purchased by Napier Polytechnic of Edinburgh in March 1990, replacing a mixture of manual and small‐scale automated processes. The paper outlines the reasons behind the choice, describes the implementation of the system to date, and discusses the library's development plans. The system is integrated with the Polytechnic network and public access microcomputers in the three major campus libraries.

The article surveys the general academic library response within the UK to disability legislation and the growing numbers of students declaring disabilities entering higher education.

Following a brief review of the provisions of legislation, particularly the Spe,"Integrated Manufacturing Systems" }Integrated_Manufacturing_Systemscial Educational Needs And Disability Act of 2001, and the response of funding and other bodies, the article addresses specific regional – that is, collaborative – and individual institutional initiatives.

Responses from libraries are found to be very positive and offer a service‐level benchmark to libraries in other sectors or elsewhere.

This is a geographically focussed paper, looking at the UK and in particular the Scottish position, and other countries may present different findings.

An account of the implementation of a variety of initiatives aimed at disabled users, with much relevance to practitioner concerns.

The paper gives a valuable overview of the progress made in academic libraries to date on disability issues in Scotland, and in the UK, and shows that both the legislation combined with the inherent customer‐service values of the library profession have helped raise the standard of library performance in this regard.

The purpose of this paper is to examine the direct impact of individual variables (cultural openness, social orientation, willingness to communicate, confidence in own technical abilities, active stress resistance, prior international experience) on expatriate time to proficiency (TTP); and the moderating effects of the home country on the relationships between these individual variables and expatriate TTP.

The authors use a quantitative, self-administered questionnaire to gather data from assigned expatriates from different countries in India, analysed through partial least squares.

The findings show that, first, four individual variables, i.e. social orientation, willingness to communicate, confidence in technical abilities and active stress resistance reduce expatriate TTP in the global sample. Second, the individual antecedents of expatriate TTP vary significantly across home countries.

The results confirm the importance of individual antecedents in explaining expatriate TTP and the importance of context in the study of expatriates’ cross-cultural effectiveness. The authors also propose new, shorter measures for the individual antecedents.

The practical implications for HRM professionals relate mainly to selection and cross-cultural training. Expatriates may also get a better understanding of the individual and contextual variables that impact their TTP.

The authors show that individual antecedents interact with context, here home country, to predict expatriate TTP in an under-researched host country, India.

This study contributes to the management accounting (MA) literature by exploring the effect of managers’ perception of justice in the budgeting process (as a subsystem of MA) on their satisfaction and motivation to achieve organizational objectives. Drawing on the Habermasian concept of deliberative democracy, which underscores the importance of gaining legitimacy to achieve desirable outcomes, our analysis focuses on seven constructs related to situational and intrinsic participation, procedural and distributive justice, and attitude on two outcome constructs: satisfaction and motivation. We surveyed managers with an accounting background who are directly involved in the budgeting process and analyzed our data using partial least squares-based path analysis–structural equation modeling (PLS-SEM). The results of this study indicate that both dimensions of justice – distributive and procedural – are positively associated with participation, and in turn, positively impact satisfaction and motivation. Contrary to expectations, managers’ influence on the final budget does not seem to be as important as we expected. Budgeting is an important managerial function that involves setting targets based on an organization’s strategy and allocating resources for its execution. Such a fundamental process requires managers’ participation at various levels to ensure that the process is fair and just. Our study’s findings imply that justice perceptions are an essential fabric of organizational processes that drive human behavior. Specifically, our findings reveal that perception of justice influences participation and satisfaction and motivation.

The paper aims to examine the effect of employees' perceived physical attractiveness on the extent to which their voices are “listened to” by management.

Using an experimental research design, the paper estimates main effects of employee attractiveness and possible moderating effects of employee race and gender as well as the gender of their “managers.”

The results suggest that, with few exceptions, more physically attractive employees are significantly more likely to have their suggestions acted upon by managers than less attractive employees, pointing to a powerful form of workplace discrimination. This finding holds across races, with more attractive white, black, and Asian employees exerting a more impactful voice than their less attractive counterparts, although the moderation appears to be stronger for whites than ethnic minorities.

The results have important implications for the extant literatures on employee voice, diversity and discrimination.

This is among the first studies to demonstrate that less attractive employees suffer from an “employee voice deficit” vis-à-vis their more attractive counterparts.

Tourism destinations are facing intense and increasing competition worldwide, while consumers are ever more demanding, requiring not only service quality but also socially responsible and sustainable destinations. In this context, developing accessible tourism at a destination may help gain competitiveness in an underserved, typically most loyal market. Developing accessible tourism may also create a culture of social responsibility. This would enhance a shared, human and involving vision of the destination amongst stakeholders, including tourists who increasingly value socially responsible positions of economic actors in the tourism industry. The development of this approach is shown for Lousã, a small tourism destination focusing on accessible tourism as a core of its development strategy, a strategy developed through a stakeholder participatory approach. In this chapter, we present a study that helped develop the strategic positioning of Lousã, combining qualitative and quantitative methods and integrating visions of several relevant stakeholders.