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IIntroduces a conceptual model developed to explore outsourcing of data warehouse usage by organizations. Data warehouse business users rely on reporting, ad hoc analysis, and data‐mining tools to support both operational and strategic decision making. Organizations have a vested interest in data warehousing; however, many organizations are constrained by the high costs associated with data warehouse development as well as the scarcity of complex skills required to use the data warehouse. One way to lower costs and gain access to scarce human skills is to outsource through the use of an application service provider. This paper presents the results of a theoretical evaluation conducted to explore data warehouse outsourcing of business usage (i.e. reporting, ad hoc analysis, and data mining). Results of this theoretical evaluation are summarized in a conceptual model that will be tested using field studies in future research.

The purpose of this paper is to identify and describe the most recent (or emerging) trends likely to have a major impact in shaping the future of tourism in Europe.

The methodology of this paper involved in-depth literature review of European Union policies, initiatives and programs. Also, semi-structured interviews were conducted with key individuals/organisations, mainly at a European level, but also including pertinent global and national tourism organisations. Moreover, an online survey was also conducted and circulated to a wide range of organisations from all 28 EU Member States. Nvivo was used to analyse the documents as well as to conduct a content and thematic analysis of the interviews.

This paper identifies five trends associated with the future of tourism in Europe. Those main trends are: evolving visitor demand; marketing; stakeholders and tourism governance; new technologies; and sustainable and responsible tourism.

This trends paper provides five useful recommendations for the future of tourism in Europe, including: sustainable tourism development, investment in technology, effective tourism governance, enhance Europe's overall destination brand and marketing strategy, and the need for new skills and training.

The purpose of this paper is to explore risk factors contained in the existing UK domestic abuse (DA) risk assessment tool: domestic abuse, stalking and harassment and honour-based violence (DASH) for individual predictive validity of DA recidivism using data from Devon and Cornwall Constabulary.

In total, 1,441 DA perpetrators were monitored over a 12-month period, and 270 (18.7 per cent) went on to commit a further DA offence. The individual risk factors which were associated and predictive of increased risk of recidivism were identified.

Only four of the individual risk factors were significantly associated with an increased risk of DA recidivism: “criminal history”, “problems with alcohol”, “separation” and “frightened”. Therefore, 21 of the risk factor items analysed could not discriminate between non-recidivist and recidivist perpetrators. Only two risk factors were able to significantly predict the recidivist group when compared to the non-recidivist group. These were identified as “criminal history” and “separated”. Of those who did commit a further DA offence in the following 12 months, 133 were violent and 137 were non-violent. The risk factors associated with these types of recidivism are identified.

The implications for UK police practice and the DASH risk assessment tool are discussed. By identifying key individual factors that can prioritise those individuals likely to recidivate and the severity of that recidivism, this could assist police decision making regarding the response and further prevention of DA incidents. The validation of association between individual factors and DA recidivism should improve the accuracy of risk levels.

This is the first large-scale validation of the individual risk factors contained within the UK’s DA risk assessment tool. It should be noted that the validity of the DASH tool itself was not examined within the current study.

As Ben Franklin sald, We must all hang together, or assuredly we shall all hang separately.

The way in which organizations encourage individuals to make time investment decisions can influence internal culture and morale, improve individual and group performance, and create and sustain competitive advantage.

How can a leader accelerate evolution? How can one create radical change that enables people to solve problems, seize opportunities and apply theoretical principles to real‐time situations? By creating a culture of learning. Learning can take place in hours, and like a vine can twist and turn to unexpected heights with little maintenance, unlike adaptation through restructuring and creating alliances or facilities, which can take years and requires a higher degree of vigilance and reinforcement.

In the control of corrosion, one of the most significant advances of recent years has been the improvement in the care taken to ensure that each stage in the coating system has been properly applied. This has necessitated care in the inspection of each stage, and to assist the inspector to ensure that standards are being met, the instrument makers have designed a range of instrumentation to meet virtually every requirement.

The original initiative for looking at this area came from the BNB Research Fund which sponsored a paper on this topic for their 1987 seminar at Newbury. Initially, the intention had been to look at the issue in a cold analytical way by comparing the benefits which end‐users received from records with the cost of generating those records in the first place. To commence this analysis, it was decided to carry out a number of unstructured telephone and face‐to‐face interviews with record producers and record users. Amongst the record producing community, a range of feelings was expressed, but there was a great reluctance to talk about the operational costs of record creation. Users consulted presented a diverse range of views but generally expressed their dismay and frustration with the existing systems of record creation. The purpose of this paper is more to discuss the costly inefficiencies in record creation and to suggest some possibilities for more efficient record creation and provision in the future. A specific suggestion is that good, current, timely, bibliographic records are a marketing tool in their own right which enables publishers to sell their books in an increasingly competitive international market place. There is, therefore, a direct relationship between investment in good bibliography, and the development of greater sales of books in the international market.

Describes the link between the potential improvements that can be made in business performance and the practical incorporation of psychometric instruments within human resource strategies. Explains psychometrics which is used in two quite different contexts: with a business orientation; or to support the development of individuals. Also provides a description of various applications across the human resource functional activities. Outlines the danger associated with a non‐professional approach with practical suggestions to overcome. Argues that the practical application of psychometric instruments provide added value and financial benefits for an organization′s activities.

This article addresses the rationales employed for the introduction of employee assistance or advisory programmes (EAPs) in UK organisations. It examines typological conceptions of rationales for the introduction of EAPs which are appraised in relation to a study of the introduction of UK based EAP programmes and the literature on organisational interventions. The article concludes that more support is offered for organisational change as a rationale for EAP introduction than for more humanistic considerations, which appear to be better related to managers’ work roles. An extended discussion examines the residual role that welfare seems to play in modern HRM strategies and how current explanations of EAP programmes based on counselling models would benefit from input from models of consultancy processes.