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Liaison programmes have been in existence in academic libraries for a number of years. A liaison programme is a co‐operative agreement between the library and academic units to foster better communication, improve services and enhance collection development. In order for it to be operated effectively such a programme needs to be assessed on an ongoing basis. Reports the findings of an assessment survey which was conducted in the spring of 1992 at Kent State University Libraries and Media Services, Kent, Ohio. The assessment of this programme offers some guidelines for assessing similar programmes at other institutions.

The primary function of an academic library is to serve as an information resource centre for the entire academic community. In order to provide better service to academic patrons, liaison programmes have been established in some colleges and universities. Very little has been written on liaison activities or the role of subject specialists in academic libraries. Focusses on how to implement a successful liaison programme in order to facilitate library collection building and improve communication with the academic units. Defines the concept of liaison librarians and library representatives in academic units, and provides suggestions for setting up such a programme.

The following is an annotated list of materials dealing with information literacy including instruction in the use of information resources, research, and computer skills related to retrieving, using, and evaluating information. This review, the twenty‐second to be published in Reference Services Review, includes items in English published in 1995. After 21 years, the title of this review of the literature has been changed from “Library Orientation and Instruction” to “Library Instruction and Information Literacy,” to indicate the growing trend of moving to information skills instruction.

Given the need to reflect the global nature of business and the need for a Pacific‐Asia focus on management education, a region‐wide PAMI (Pacific Asian Management Institute) consortium can be seen as vital. The consortium would pool scarce international management education resources within the Pacific Basin, and would facilitate transfer of appropriate management knowledge by linking segmented institutions of higher learning. A Pacific partnership of mutual interest would steer the cause of international business to the ideal of humanity, peace and prosperity in this region.

This study aims to examine the impact of executive bonus compensation on a firm’s financial leverage policy and the extent to which this compensation–leverage relation is moderated by firm growth and executive ownership.

Using data from 213 non-financial and non-utility UK FTSE 350 firms for the period 2007–2015, generating a total of 1,784 firm-year observations, panel econometric methods are used to test the model.

Drawing insights from agency theoretic view, this paper uncovers that managerial cash bonus compensation is negatively and significantly related to financial leverage. However, stock bonus compensation has a positive and significant impact on leverage. This study also observes that compensation–leverage is moderated by both firm growth and executive ownership. The results remain robust to alternative econometric models.

While this paper builds on the risk-motivated argument of executive bonus compensation literature, it is the first – to the best of the knowledge – to explore the bonus compensation-corporate financial leverage and, particularly, examine the extent to which firm growth and corporate executive ownership matter in this relationship.

This paper considers the phenomenon of “opting out” from an intersectional lens, bringing in hitherto undertheorized dimensions of gender, race and power into the conversation related to why and how some women of color may make the “choice” to leave an organization.

Through a single case study approach, our research elucidates how identity-connected experiences unconnected to work/life balance constraints and tensions caused one immigrant woman of color to leave the workplace. We expand upon the current use of intersectionality in management and organization studies by applying it as a lens to bring into consideration power relations in organizations and structural inequality as the context for understanding why and how some women of color may leave their places of employment.

Based on our in-depth case study, we demonstrate that microaggressions, power relations, and structural inequities contribute to some women of color opting out.

This paper is of value to scholars interested in intersectionality framework applications.

This chapter highlights the roots of corporate philanthropy from Frishkoff and Kostecka's (1991) concern for community, Young and Burlingame's (1996) Paradigm Lost, Saiia's (2001) strategic philanthropy, and Bruch and Walter's (2005) Four Types of Corporate Philanthropy.

This chapter considers how higher education has enticed and interacted with corporations. This chapter explores how higher education behaves, in the aggregate, with a set of external partners, including businesses. It concludes with a discussion of how higher education should behave, given its external partners, in the modern context in which it finds itself. Discussion topics in this chapter include expectations of external partners; tactics to attract and retain business engagement and support; and internal organization by higher education to address corporate relations, ethics, and effective strategic planning. The Network of Academic Corporate Relations Officers' (NACRO) ideas and models are discussed. A set of guiding principles focused on Strategic Corporate Alliances by the American Association of University Professors (AAUP) is highlighted.