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The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.

Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan.

The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour.

Results suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams.

This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this paper is to illuminate to the academic and research audience the legal implications for suspects who are interviewed under caution for historical allegations, when the suspect’s responses rely on episodic memory recall.

The paper is a review of a multi-disciplinary literature base, necessary to understand the problem with the qualified right to silence.

The findings suggest that more research work is needed in order to be able to assess the difficulties for a suspect faced with answering questions of an episodic nature and the subsequent implications for the defendant once on trial. Implications: the current situation can lead to miscarriages of justice, which are difficult to rectify.

This paper brings together a number of sub sections of disciplines from criminal law, criminology, forensic psychology, and mainstream psychology (i.e. memory work) to identify a potentially serious problem for preventing miscarriages of justice with the current system of qualified rights to silence whilst being interviewed under caution in the case of historical allegations.

The purpose of this paper is to investigate the effects of brand-centered human resource management (HRM) on employees’ person–brand fit, brand commitment (BC) and brand citizenship behavior (BCB). In addition, the paper tests effects of BCB on customer satisfaction and citizenship behavior.

Data were collected from managers, front-line employees and customers of 22 international tourist hotels in Taiwan. Hierarchical linear modeling was used to investigate relationships between variables.

Multilevel results reveal positive connections between brand-centered HRM and BCB, mediated by person–brand fit and BC. Positive relationships were also found between BC and BCB, person–brand fit and BCB; BCB and customer satisfaction; and between customer satisfaction and customer citizenship behavior.

When employees’ personal values are consistent with brand values, employees will feel a closer connection to the brand and be more willing to dedicate themselves to brand-related activity. The model developed here can be tested in different cultures to ascertain the generalizability of the findings to Western contexts.

Support is provided for the positive effects of brand-centered HRM when employees internalize brand values as their own personal values. Hotel managers should ensure that employees are highly committed to the brand values and willing to deliver services to customers accordingly.

The paper provides measurement developments for person–brand fit and BC and deeper understanding of how brand-centered HRM can lead to positive changes in customer behavior.

Without aspiring to emulate Robert Browning's song thrush, we venture to repeat an admonition on smoking in the food trade of almost a decade ago. (The Smoking Habit, 1962, BFJ, 64, 79). The first time it coincided with a little research we had undertaken, which later saw the light of day epitomized in article form and was enthusiastically (sic) commented upon in sections of the press and then died as if it had never been born. (Tobacco and Lung Cancer, 1965, Med. Offr., 2955, 148). Now, it coincides with the most concentrated, officially inspired, campaign, so far, mounted against the evils of smoking. The most striking fact about all these national efforts every few years is the lack of success in real terms. A marketing organization achieving such poor results would count it a costly failure. It would be unfair to say that none have given up, but with a habit so ingrained, determination is required and in many, if not most, of those able to refrain, the craving is so great that they are smoking again within a week or so. Overall, the smoking population is enormous, including, as it does, girls and women‐folk. Once, it was undignified for a woman to be seen smoking. We recall a visit by Queen Mary to the village Manor House, just after the First War; she was an expert in antique furniture and came to see the manor's collection. When Her Majesty asked for a cigarette, the village rang with astonishment for days. Nothing as amazing had happened since Cavaliers and Roundheads tethered their horses beneath the three great poplars which stood on the green. “Queen Mary! 'er smokes!”

The purpose of this paper is to examine the impact of new public management (NPM) style practices on public sector managers and in particular on the stress experienced by managers in the UK National Health Service (NHS). Although, ostensibly NPM liberates public sector managers to act more like managers in the private sector, the authors argue that it can also lead to negative work outcomes and high levels of stress.

The authors used a multi-method approach, including 33 focus groups and 15 interviews involving 193 middle- and front-line managers in five NHS organisations; together with a survey of 611 managers in the same organisations. Direct and mediation effects were tested using structural equation modelling; qualitative data are used to illustrate the quantitative results.

An indirect effect, but no direct effect, of NPM use on stress experienced by managers was demonstrated. The relationship between NPM use and stress was fully mediated by a series of work outcomes, suggesting that the introduction of NPM leads to expanding responsibilities, constant pressure to meet deadlines and extended working hours, which in turn leads to high levels of stress.

This paper builds on literature that questions the appropriateness of introducing private sector principles into the management of the public sector, by demonstrating a relationship between the introduction of NPM and high stress experienced by managers. The use of a multi-method design allows both the relationship to be demonstrated and its nature to be explored.

Section 2 of the Criminal Justice Act 1987 abrogates the right to silence since a suspect is required to answer questions in pre‐trial investigations by the SFO, although the answers are inadmissible as evidence unless proceedings are brought under s. 2(14) for giving false information or by s. 2(8), where the individual ‘makes a statement inconsistent with it’. In a previous article, the writer has considered the necessity and effectiveness of s. 2 powers. It is also instructive to analyse the conceptual basis of s. 2 powers since this will aid in the interpretation of statutory ambiguities and will allow the courts to have a uniformity of approach when seeking to resolve the statutory ambiguities. The conceptual basis is also important as concerns the resolution of where the line lies between the effective investigation of offences pursuant to s. 2 and the rights of the individual subject to such questioning. A critical examination of the above issues demands steering a careful course between normative rules and theory: in this area above all others it is impossible and undesirable to divorce one from the other.