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The purpose of this paper is to evaluate the effectiveness of the dialectical behavior therapy (DBT) training which was provided to community agency staff (N=18) implementing DBT in the community with street-involved youth.

Staff participated in a multi-component approach to training which consisted of webinars, online training, self-study manuals, and ongoing peer consultation. To evaluate assess the effectiveness of the training, questionnaires assessing evaluating DBT skills knowledge, behavioral anticipation and confidence, and DBT skills use, were completed at baseline, immediately post-training, four to six months post-training, and 12-16 months post-training. Additionally, the mental health outcomes for youth receiving the DBT intervention are reported to support the effectiveness of the training outcomes.

Results demonstrate that the DBT skills, knowledge, and confidence of community agency staff improved significantly from pre to post-training and that knowledge and confidence were sustained over time. Additionally, the training was clinically effective as demonstrated by the significant improvement in mental health outcomes for street-involved youth participating in the intervention.

Findings suggest that this evidence-based intervention can be taught to a range of staff working in community service agencies providing care to street-involved youth and that the intervention can be delivered effectively.

These findings help to close the knowledge-practice gap between evidence-based treatment (EBT) research and practice while promoting the implementation of EBT in the community to enhance positive youth outcomes.

Companies often aspire to create advantages for their businesses through acquisitions. Their participation has increasingly been documented to include different motives for acquirers, while focusing less on the ambitions of acquired parties with the acquisitions. The purpose of this paper is to describe and discuss gaps and the handling of gaps between acquirers and acquired parties in acquisitions of innovative firms.

In the paper, the authors specifically focus on acquisitions of innovative firms. Four case studies illustrate gaps between the acquirers and the acquired parties.

The authors conclude that gaps may be present from the start as latent gaps, and become activated in integration or as the consequence of non-integration decisions. Gaps between the acquirer and the acquired party may be further manifested in external parties’ reactions to the integration. The handling of gaps emphasizes a transition time and communication about expectations between the acquirer and the acquired party.

The paper contributes to previous research on mergers and acquisitions in general, and acquisitions of innovative firms in particular. Prior literature on acquisitions is scarce on descriptions of gaps or the handling of gaps. Gaps complement ideas on differences in culture between acquirers and acquired parties. It also highlights how acquired parties have as much intention with an acquisition as acquirers.

March 27, 1974 Factory — Safety — Employee painting heavy object — Assistance available for turning it over — No instructions to seek assistance — Injury through handling without assistance — Employer's breach of statutory duty — Factories Act, 1961 (9 & 10 Eliz. II c.34), s.72(1).

The Library Association of Ireland issued last month the first number of An Leabharlann, their new official journal. The title, for those of us who do not speak the language of Erin, means The Library. It is an extremely interesting venture which will be followed by librarians on the mainland with sympathetic curiosity. In particular our readers would be interested in the first of a series of articles by Father Stephen J. Brown, S.J., on Book Selection. The worthy Father lectures on this subject at University College, Dublin, in the Library School. It is mainly concerned with what should not be selected, and deals in vigorous fashion with the menace of much of current published stuff. No doubt Father Brown will follow with something more constructive. Mr. T. E. Gay, Chairman of the Association, discusses the need for a survey of Irish libraries and their resources. We agree that it is necessary. The Net Books Agreement, the Council, Notes from the Provinces, and an article in Erse—which we honestly believe that most of our Irish friends can read—and an excellent broadcast talk on the Library and the Student by Miss Christina Keogh, the accomplished Librarian of the Irish Central Library, make up a quite attractive first number. A list of broadcast talks given by members of the Association is included.

Current theoretical frameworks within economics have so far been unable to adequately explain why people tip. This chapter synthesizes anthropological method and theory into a symbolic interactionist approach, attempting to access, through ethnography, the negotiated meanings underlying and actuating tip payment in Vancouver restaurants. Customers tip for a variety of reasons, including (1) for good service, (2) to follow a social norm, (3) out of sympathetic feelings, (4) to demonstrate or enhance social standing, and (5) to secure a specific preference. The disconnect between common rationalizations for tipping, which are often reflections of formalist economic canon, and how customers actually tip, that is, according to social, cultural, and moral factors, suggests that the popular distinction between “economic” and “non-economic” exchanges is ideologically maintained. Tipping illustrates the existence and contours of what Hart (2005) refers to as the two circuits of social life – but also that these two circuits are ideological constructs.

This paper seeks to recommend a basic core collection of works by and about J.R.R. Tolkien for libraries by grade level.

The author draws on her experience as a Tolkien scholar and editor of one of the major journals in the field.

A basic collection should include some works beyond the well‐known Hobbit, The Lord of the Rings, and The Silmarillion.

The paper provides an ideal list for the library seeking to prepare for interest generated by the new Hobbit movie currently in production.

While there are other bibliographies on Tolkien available, particularly on fan and society web sites, this one is arranged by grade level and includes audio‐visual materials and recent scholarly and reference works, and is designed for library rather than personal use.

The purpose of the paper is to discuss whether or not an acquisition changes the network identity of an acquired firm and, if so, how. This study aims to bring new insights to the corporate marketing field, as it examines corporate identity in the context of how a company is perceived because of its relationships with other firms. The focus of this research is acquired innovative firms.

This paper adopts a multiple case study approach. Data on four acquisitions of innovative firms were collected using 41 interviews, which were supplemented with secondary data.

Based on the case studies, it can be concluded that the network identity of the acquired firms does change following an acquisition. The acquired firms inherited the acquirers' identity, regardless of whether or not the companies were integrated. Previous, present and potential business partners regarded the innovative firms as being more solvent, but distanced themselves. In addition, some of them regarded the innovative firms as competitors.

Changes in the way a firm is perceived by its business partners, following an acquisition, will influence the future business operations of the firm. Expected changes to business relationships should ideally be considered part of due diligence. Acquirers need to consider how they can minimise the risks associated with business partners' changed perceptions of acquired firms.

This paper contributes to the research on identity, through discussion of the consequences of an acquisition for the identity and relationships of a firm. It also contributes to the existing corporate marketing literature, through consideration of perceptions at a network level. Furthermore, this paper contributes to merger and acquisition literature, by highlighting the influence of ownership on relationships with external parties.

In the last five years, there has been an increased interest across the globe, and in the United Kingdom in particular, to define, conceptualise and measure learning gains. The concept of learning gains, briefly summarised as the improvement in knowledge, skills, work-readiness and personal development made by students during their time spent in higher education, has been hailed by some as an opportunity to measure ‘excellence’ in teaching. This chapter will review some of the common definitions and the methods employed in research on learning gains. Secondly, we will provide a critical evaluation of the computational aspects of learning gains (e.g., raw gain, normalised gain). Finally, we will critically reflect upon the lessons learnt and what is not yet known in terms of learning gains.

Community profiling several recent research studies (eg see NLW, June) have emphasised the need for more effective marketing of library and information services. A new CRUS publication is intended to help librarians set about the task of gathering the necessary information to do this properly. Community profiling in the library context aims to define a community in a way which is relevant to the planning and evaluation of library services, but different types of community require different approaches. Christina Beal has now written a comprehensive report covering the different methods possible. Community profiling for librarians (CRUS Occasional Paper 12) costs £17.50 from Consultancy and Research Unit, Department of Information Studies, University of Sheffield, Sheffield S10 2TN (Tel: 0742‐738608).

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.