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Stafford & Waifs (1985) research focused on delineating what constitutes a social problem. ‘Issues managers’ will benefit greatly from an improved understanding of the characteristics which delineate issues as social problems in the eyes of the public, the public being only one of their stakeholders (e.g. public, customers, suppliers, government, shareholders and employees) Greening & Gray (1994). This research is an international or cultural extension of the Stafford & Warr research on a U.S.A. sample to a Saudi Arabian sample. Saudi Arabia is a distinctly different culture in values and language from the U.S.A. and therefore offers some interesting cross‐cultural contrasts and comparisons with regard to perceptions of social issues. As many organizations go global, they must develop an understanding of what constitutes a social problem within each of the cultures they operate in. The results of this study show significant differences between what Saudi's and U.S.A. citizen's perceive to be social problems/issues. These findings strongly support Stafford & Warr's three part scheme for delineating social issues.

Many human resources managers and others have dealt with changing worker motivations and declining productivity amidst change. However, when dramatic socio‐political events occur in a culture or globally, they often bring on new hopes and expectations for workers which may or may not be fully understood by ‘Mr. Company’, a patriarchal moniker South African workers often use when talking about the management of their employing company. South Africa's blue‐collar workers before and after apartheid are an example of the need to more frequently examine the impact of change on worker attitudes and of the perception of that change by management. This study revisits South Africa after apartheid to survey a sample of black workers and their white supervisors from three mining operations for changes in their attitudes since a baseline study performed by Harari & Beaty in the mid 1980's. The implications, to Mr. ‘Company's’ human resource managers and managers of other multinational enterprises, of these dramatic changes and resultant rise in workers' expectations are examined in light of the new, Nelson Mandela and African National Congress led, South African government's recommendations for enhancing black quality of life, involvement, and development.

Contends that managers from Saudi Arabia and other Middle East nations, as well as from other areas of the world, are becoming more conscious of the critical role that managerial values can play in today’s ever widening and increasingly competitive marketplace. Alignment of personal and organizational values has become a focal issue for many management theories and studies in recognition of the importance of value congruence. An organization’s productivity, success and/or failure can hinge on the degree to which the different levels and functions of its management share values. Reports on the results of a survey aimed at determining whether Saudi managers share common values, using several demographic variables to help clarify findings. Makes use of research on North American managers which is adjusted the better to fit the Muslim‐based culture of Saudi Arabia. A total of 144 Saudi managers of differing levels and functions participated in this survey. Finds overall that Saudi managers of all levels and functions generally shared the same values ‐ with one exception: marital status.

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.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 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.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this paper is to present a biographical sketch of David D. Monieson whose academic career in marketing included time spent at the Wharton School of Business at the University of Pennsylvania, the University of Toronto, and over 30 years at Queen's University. It is focussed on Monieson's contributions to the history and philosophy of marketing thought, especially with respect to what Monieson called “usable knowledge” in marketing.

This paper uses a traditional historical narrative based on extensive personal interviews with Monieson and with some of his students and colleagues as well as archival research including personal correspondence, course notes, research notes, and other unpublished documents.

Monieson made important contributions to the thinking about history and philosophy of marketing thought. Some of his ideas, such as the intellectualization and re‐enchantment of marketing, have found a following among marketing academics; others, such as complexity, have not.

There is no published biographical study of Monieson and no detailed analysis of his contributions to marketing thought. This biographical sketch provides insights into several significant marketing ideas and tells the life story of an important marketing scholar.

This research explores how gender influences the experience of cancer care and proposes a new explanation for gender differences in posttraumatic growth among individuals who received blood or marrow transplantation as treatment for lymphoma.

We use mixed methods, combining quantitative examination of surveys with 180 survivors with qualitative findings from semi-structured face-to-face interviews with 50 survivors. Participants were 2–25 years after transplantation. Quantitative data were analyzed using statistical modeling; qualitative data were analyzed using thematic coding.

A quantitative examination indicates that compared to men, women report greater posttraumatic growth and more positive impacts of cancer despite having lower physical health. These gender differences are robust even after controlling for physical and emotional well-being, life satisfaction, and social support. Qualitative findings from in-depth interviews show that gender norms and expectations about masculinity and femininity shape how individuals experience illness and perform the role of patient and survivor. Expectations about being a good patient and survivor are more aligned with expectations about femininity and tend to conflict with expectations about masculinity. Gender norms discourage men from reporting personal growth from cancer and encourage women to overemphasize the positive aspects of having had cancer.

This study was conducted two or more years after treatment had ended; therefore, potential for recall bias existed. Nevertheless, the findings suggest that viewing cancer as transformative is part of a gender performance that limits opportunities for individuals to experience and express a diverse range of reactions which, at times, increases the emotional burden on individuals.

By combining survey data with in-depth interviews, the study offers new insights into the causes of gender differences in the reporting of patient outcomes after illness.