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This article sets out to describe the background behind WIT Libraries' recently launched new‐look web site: its origins, implementations and long‐term goals, and explain how the library is using a new web content management system to its best advantage, particularly in terms of compliance with web standards and guidelines.

This case study reports on the use of a web content management system to develop the new library web site. It describes the move from an existing site, where the main focus was on visual impact to the new site, which also focuses on providing open and equitable access to information for all users.

Concludes by stating that the new library web site, as managed by the content management system, adheres to accessibility standards, which the old site, managed in a less efficient way, could not maintain.

The project is still in development. The study provides a short‐term view of one small academic library's experience of implementing a usable and fully accessible web site.

This account of WIT Libraries' experience of working with a content management system to develop a usable and fully accessible web site is likely to be a useful source of practical information for organisations in similar positions, faced with similar challenges of a comparable scale.

Offers practical insights for libraries in similar positions, showing them how successful transference of the library web site to a web content management system can include having excellent compliance with web standards and accessibility guidelines.

This conceptual paper analyses cultural changes in the use of the concept of “play” in managerial ideologies and practices since the 1980s.

The paper uses Koselleck's approach to conceptual history in order to map how play is used in new ways by contemporary organisations. Organisational cultures characterised by “playfulness” and “fun” are used as technologies of self‐governance. It explores a variety of sources which show how this metamorphosis of play into a management tool has occurred.

The appropriation of play by management indicates a significant propensity in the contemporary culture of work. A more complex cultural process is unfolding in the ways in which play and work are recombined and intertwined: work organisations are increasingly places where people work more on themselves than they do on work. Work has become a central therapeutic stage set for engineering and managing souls, well‐being and even “happiness”. In an increasing number of cases, highly managed play settings make corporations resemble frenetic Dionysiac machines in which the Narcissistic modern self seeks an utopia of perpetual fun.

The paper proposes a novel approach to critiques of managerialism. Equally, it offers a new conceptual avenue for the historical analysis of managerial ideas. The result is an original interpretation of the way in which management practices function in their wider cultural contexts.