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This paper analyses financial support services (loans and grants) from the perspective of beekeepers in Fiji's Northern Division.

A mixed-method, case study approach was used with key informant interviews, focus groups, semi-structured interviews and questionnaires.

Financial support was found to be an appropriate intervention. While beekeepers have access to loans, matching grants or small business grants to assist the establishment and growth of their activities, the appropriateness of these services varies based on the experience and skill of beekeepers. Capacity building was an important shortcoming in all financial services. It is recommended beekeeping clients undertake outcome-based, practical and/or mentorship-styled training to ensure beekeepers have the appropriate skills to maintain a viable enterprise.

This study was limited by a small sample size. Further research is needed to understand long-term impacts of financial support services and the availability and appropriateness of these within and between regions.

Recommendations are provided to encourage effective financial support for beekeepers to improve the productivity, profitability and sustainability of their activities. This can impact beekeepers' livelihoods by increasing household income and income security.

There is a paucity of literature on the effectiveness of financial interventions to support beekeeping enterprises. This is the first study to compare financial support services from the perspective of beekeepers in the Pacific region.

Considers the long‐standing debate over media effects on advertising performance, in particular the effects of television advertising material. Argues that the attentiveness towards involving programme material, rather than immediately dissipating with the onset of commercial breaks, remains activated to some extent, producing a positive effect on commercial performance. Provides a summary of the evidence and reports on research findings.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

How a mineral fraud in Montana turned into a gem of a business.

When a correspondent complained in the columns of the Daily Telegraph of “a certain hotel” on the South Coast still requiring a tie to be worn in the restaurant, a letter came in by express post next day stating unequivocally: “The ‘certain’ hotel referred to in your columns was the Royal Bath, Bournemouth—signed, David Lloyd‐Jones, General Manager.”

To apply the theories of project management to the transformation of the British Expeditionary Force (BEF) from the colonial‐style army of 1914 into the victorious continental‐style armies of 1918.

The methodological approach examines ten elements in the transformation. They range from the resources required to the necessary governmental changes. Emphasis is given to analysing the application of the new technologies, the political and social changes needed for eventual success, and the learning achieved.

Transforming the BEF was not to be an easy process. Obviously, the German nation, allies and armies did all they could to thwart this transformation. The “total war” waged is the ultimate form of “competition”. Thus, difficult lessons of strategic management, people (both men and women) management, and resources utilisation had to be learned. Through the many innovations, the experience curve was climbed to achieve mastery over the German field army.

To turn the BEF from a force of 120,000 at the battle of Mons to nearly 2 million at the Armistice on the western front was a remarkable achievement. Despite the strains imposed by German military prowess, the many elements were combined successfully. Although applying warfare principles to company management has become popular in the past decade, this paper avoids coming to simplistic conclusions. Rather it presents the transformation as a case study and suggests linkages to modern project management practices though leaving it to the reader to consider how these might be best applied.

This chapter considers the environmental damage related to Ireland’s recent ‘ghost estates’, placing this disastrous waste of resources in the long historical context of ancient ruins that also dot the land.

It considers ruins from an ecocritical perspective, as material artefacts attesting directly to people’s relationship with their environment.

From ancient megaliths and sacred sites to imposing castles, Ireland’s impressive ruins ignite romantic reflections in many. Yet, just like the modern ruins of ghost estates, they also tell of an often oppressive relationship between human cultures and the natural environment. Ironically perhaps, stone circles and tombs that seem to speak of people living in much closer relation to non-human nature than we moderns do are also associated with the environmental scourge of deforestation. Yet, they at least stand testament to an ethic of timelessness and robust building, as well as resistance to a seemingly irresistible process of capitalistic modernisation; the recent ruins are devoid of such ethical commitments. Given this, however, creative responses should also be noted to the logic of the ghost estates, including Cloughjordan’s Ecovillage and the NamaLab project.

Three sets of responses that all work more realistically with a recognition of the limits of sustainable development are considered in the conclusion: Transition Towns, an Ecovillage and architectural reutilisation of defunct buildings.

Outlines an approach to the problem of simulating the drape of fabrics. The approach is based on representing fabrics as two‐dimensional continua and using the differential geometry of surfaces to describe the shape of the draped fabric and to deduce deformation measures. The approach follows the philosophical approach previously used to establish computational models of elastica theory. Summarizes the mathematical model using a compact notation, with more detail being given in the context of a particular example. Uses a simple numerical solution procedure for the example, but this has limitations that indicate that more sophisticated techniques are needed. Points out possible difficulties with the graphical representation of drape, based on the experience of the simple example.