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Based for more than fifteen years at the School of Librarianship and Information Sciences (hereinafter referred to as the EBSI) records management training has firm roots at the University of Montreal. Even when relations between librarianship and records management were at their lowest — I am thinking here of the “battle of the manuscripts” in 1973 — the EBSI continued to offer records management training. A tradition has been established and this is not to be sneezed at because, like Rome, university courses cannot be built in a day. Maurice Lebel, the famous Quebec academic, once said, “It takes 25 years of hard work to build up a quality department.” The EBSI celebrated its twenty fifth anniversary in 1987, and records management courses have now been running in the department for some fifteen years. We can therefore rightly claim that at the University of Montreal records management is able to develop within the framework of a well‐established school.

The purpose of this paper is to study the effect of credit record overconfidence on the use of alternative financial services (AFSs).

Using data from the 2018 National Financial Capability Study (NFCS), the authors estimate logistic regressions on the use of at least one AFS by adding a credit record confidence variable that captures deviations between self-assessments of credit record management and the number of reported behaviors that would negatively affect aspects of a Fair Isaac Corporation (FICO) score.

The authors find that respondents with credit record overconfidence have over two times higher odds (123.9%) of using AFS than the odds of respondents with financial knowledge overconfidence (46.8%), relative to their reference categories. When compared directly, those with only credit record overconfidence have 32.6% higher odds of using AFS than those with only financial knowledge overconfidence.

The results provide implications for education programs, not only for vulnerable groups at higher risk for AFS use but also for those with cognitive biases, such as credit record overconfidence. Potential solutions include personal financial education that includes debiasing and behavioral techniques for overconfidence.

This paper studies, for the first time, the effect of deviations between actual and perceived credit record management on AFS use.

The purpose of this chapter is to identify African financial management practices, highlight their origin and explain how they differ from their Western counterparts. The study identified indigenous African financial practices using literature review, archival sources and library research covering the five areas of Africa comprising Northern Africa, Eastern Africa, Central Africa Western Africa and Southern Africa. The study found out that pre-colonial indigenous African financial management features prevalent use of trade finance, trade credit management, investment management and accounting. While there is also evidence of modification of Western financial management practices to suit African contexts, it is on the whole scarce. This is suggestive of the fact that they were in existence in the first instance. The clear conclusion is that many indigenous African financial management practices pre-dated and foreshadowed their Western counterparts. Yet, it is confounding that this has been largely lost sight of, and both scholars and financial management practitioners depict the former as inferior. There is clearly a need to remedy this situation. Educators need to focus on incorporating ethno-finance concepts into the entire curricula chain from basic to higher education. The anchor point for such curricula is Ubuntu philosophy. Financial management practitioners, on their part, need to shed notions that the indigenous practices are inferior and seek to journalise their day-to-day work experiences to build a body of documented practice.

Little is known of how accounting is used in the home, or about the potential relevance of business‐like techniques in this domain. This paper reports findings from an exploratory study into the practices of home accountants. Ten cases based on interviews with both accountants and lay people were used to investigate four broad areas of accounting practice: budgeting, record‐keeping, decision making and long‐term financial planning. The findings suggest that simple accounting practices are used in the home to serve multiple purposes. Domestic cash budgets, financial records and decision‐making rules of thumb offer a valued sense of financial control and security. Home accounts are also drawn on in rationalising financial choices, and accounting practices reinforce a personal sense of identity. This study revealed little difference between the practices of accountants and those of lay people, suggesting that the “mind‐set” and practices of home accountants may be attributed to factors other than command over technique. Any “theories” of home accounting and prescriptions for practice may have limited relevance, therefore, if they fail to account for the particular characteristics of the home as an accounting domain.

This paper aims to trace the historical roots of African American management by examining managerial practices and experiences described in the letters of Benjamin Thornton Montgomery, a former slave who eventually became manager and, ultimately, owner of the Hurricane plantation.

The method used is the historical archival method of analysis, primarily the examination of a series of letters written by Montgomery during the 1865‐1870 time periods. These letters, which document the foundation and emergence of African American management during the Emancipation age, are for the first time presented as a source of management history.

Contrary to traditional thoughts of the insignificance of the plantation era to the history of management, the analysis indicates that Montgomery's management practices were quite sophisticated as they incorporated classical management principles of planning, delegation, leadership, and control.

This paper provides insights concerning the historical roots of management practices during the African American Emancipation period which could provide contemporary managers with a more realistic foundation of management practice.

The principal contribution of this investigation is the historical awareness of the documented roots of African American management represented by Montgomery's competence and perseverance to manage effectively while withstanding impeding racial attacks.

In this update we consider one of the hottest issues of 1995, with reference mainly to two commercial initiatives plus an academic prototype which could have commercial implications.

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.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

This article gives an overview of education and training of records managers in anglophone Africa and then focuses on standards for training of archivist and records managers. Using South Africa’s National Qualifications Framework and the South African Qualifications Authority guidelines, a training model that can be used elsewhere in Africa with some adjustments is suggested. The article recognises that there can be no one set of universally standard desirable outcomes for all educational institutions, as the outcomes must depend on the institution’s nature and mission. Whilst the teaching and learning processes may differ between countries, there should be a substantial commonality in the outcomes achieved. Thus it would be possible to have generic processes of assessment and accreditation. Adherence to standards is key to the generic process of accreditation and professional mobility.

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.