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This paper seeks to explore the Imperial War Museum North, located in Salford, and how it relates to both consumers and the wider area.

Utilising the work of Edward Soja, the authors aim to understand how his work serves to facilitate a greater understanding of both the museum itself as a space, and the role the physical place plays in the context of the local surroundings.

It is found that, the role of the museum is as a form of “culturally led regeneration”, in line with Soja's notion of “thirdspace”.

The paper will appeal to those who are concerned with town planning, urban regeneration and the role of museums in contemporary space and place.

The Open Archives Initiative (OAI) Protocol for Metadata Harvesting presents one promising method by which metadata regarding archives and manuscripts can be shared and made more interoperable with metadata from other sources. Against the background of archival descriptive theory and practice, this article outlines a method for exposing deep, hierarchical metadata from encoded archival description (EAD) files and assesses some theoretical and practical issues that will need to be confronted by institutions choosing to provide or harvest OAI records generated from EAD files. Using OAI on top of existing EAD implementations would allow institutions to repurpose their data and potentially reach more users but would also accelerate the process of reengineering archival access mechanisms. Archivists and technologists using OAI with EAD must pay careful attention to the necessity of preserving archival context and provenance.

This paper aims to examine how team familiarity, as a social resource accumulated through vertical and horizontal exchanges, in teams with undifferentiated member roles may satisfy the functional needs of a fluid team by facilitating operational effectiveness and contributing to its financial performance.

To analyze how vertical and horizontal team familiarity impacts team financial job performance, this paper collected three years of archival data from a moving services firm yielding a final sample of 306 moving jobs. This paper used a cross-sectional design and structural equation modeling to test the impact of vertical and horizontal familiarity on team financial job performance.

This paper found empirical evidence that vertical team familiarity affects horizontal team familiarity among teams with undifferentiated member roles. In addition, the analysis shows that horizontal team familiarity positively impacts financial team job performance. Finally, the results indicate that team leaders are capable of indirectly impacting financial job performance through their discretion to influence horizontal familiarity.

This study contributes to a more comprehensive understanding of the role of team familiarity in the organizational practices of organizing and assembling fluid teams with undifferentiated member roles. In particular, organizations relying on these types of fluid teams need to appoint the right leaders that, familiar to team members, allocate the right mix of member familiarity to increase team coordination and team performance.

Based on cost of quality (CoQ) research, this study aims to highlight the importance of incorporating the costs to customers in contributing to service quality when examining how customers respond to possible service failures [quality assurance behavior (QAB)]. Consequently, this study also aims to show how the CoQ framework can be a useful tool to the service industry in determining enhancements in quality and related expenditures.

Using the airline industry as a case example, this study empirically tests the impact of predicted service quality and its associated costs on an individual’s QAB (wait time spent at the departing airport) through revealed preferences. The study uses survey data from more than 4,000 passengers matched with travel-specific quality information archived by the US Department of Transportation (DOT).

This study finds that customers are willing to increase their level of QAB when informed of an increased probability of service failure. This study also finds that the level of QAB varies depending on anticipated customer costs of avoiding or responding to service failures.

Findings of this study emphasize the need for shared responsibility between service providers and their customers in making decisions on the provision of service quality, as helping customers adjust the appropriate level of QAB may result in greater efficiency and higher quality of service.

This study conceptualizes and empirically tests causal relationships between expected quality and customer efforts (QAB), thus contributing to operations literature examining CoQ in a service setting. This study argues that it is critical to consider shared responsibilities between co-producers (service providers and customers) in service operations studies.

This study examines the relationship between the use of management controls and the perception of meaningful work. Meaningful work is an important driver of individual performance of managers, and employees and can be enabled by sufficient use of management controls. The purpose of this paper is to address this issue.

Based on bibliometric analyses and a structured literature review of academic research studies from the organizational, management and accounting literature, the authors develop a conceptual model of the relationship between the use of management controls and the perception of meaningful work.

First, the authors propose that the use of formal management controls in a system (i.e. the levers of the control framework) is more powerful than using unrelated formal controls only. Second, they suggest that the interaction of a formal control system together with informal controls working as a control package can even stretch the perception of meaningful work. Third, they argue that the intensity of the control use matters to enhance the perception of meaningful work (inverted u-shaped relationship).

This study presents the first conceptual model of the relationship between the use of management controls and the perception of meaningful work. It provides valuable implications for practice and future research in the field of performance management.