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The purpose of this paper is to begin the discussion about re-positioning change management in information technology projects and to propose a framework for improving the quality of decision making in change initiatives that may contribute to that re-positioning.

The paper analyzed all change management job advertisements in Australia in both the public and private sectors for May 2015, to identify which change management-related skills were being sought. The purpose was to try to identify any patterns that would confirm or negate the original observations, and to help develop a research question for a subsequent, substantive study.

Change management may be perceived as predominantly comprising communications, stakeholder management and training. The quality of leadership decision making in change initiatives may also be contributing to the consistently high failure rates.

The analysis of job advertisements was a sample only, and requires more quantitative research.

The required alignment of leadership, ethics and change can only be achieved by first improving the quality of leadership decision making, which demands a values-based approach.

The paper highlights a restriction to the scope of practice of change management, and how that contributes to continuing high failure rates. The value is that it provides deeper insight into the commonly accepted “leadership alignment” issue, as well as demonstrating that this is probably the least practiced aspect of change management. The paper also challenges to build strong ethical foundations for the practice.

In the field of behavioral disabilities, systematic direct observation (SDO) has been an integral tool for describing and explaining relationships between student and teacher behavior in authentic classroom settings. However, this method of measurement can be resource-intensive and presents a series of complex decisions for investigators. The purpose of this chapter is to review a series of critical decisions investigators must make when developing SDO protocols to address their research questions. After describing each decision point and its relevance to the measurement system, we identify trends and special considerations in the field of behavioral disabilities with respect to each decision. We organize content according to deciding what to measure, deciding how to measure it, and critical steps to prevent system breakdowns. Finally, we identify avenues for research to further the impact of SDO in the field of behavioral disabilities.

The purpose of this paper is to examine the evidence for age-related changes in cognition and the implications for leadership styles. In particular, a case is argued for distributed forms of leadership that encourage contribution across the age spectrum and hierarchical levels.

This paper takes a conceptual approach, combining the psychology and management literatures in arguing the case for newer leadership forms, appropriate to an ageing workforce.

Three principal components of intelligence (fluid, and crystallised intelligence and working memory) are considered and it is argued that high levels of fluid intelligence, generally higher in younger employees, should be accessed while being balanced by crystallised intelligence (experience). Distributed leadership has been mainly applied in educational settings. This paper argues for distributed leadership to maximise creativity and innovation.

Leadership forms that maximise creative input from staff across all age levels are likely to contribute to firm innovation and sustainability. Additionally, job satisfaction and turnover among junior staff may be positively influenced through opportunities for greater participation.

The elements discussed in this paper address important leadership issues for managing a multigenerational workforce.

Distributed leadership has been discussed in educational and health literatures for some time; however it is only recently that this approach to leadership has appeared in mainstream management literature. The discussion of age-related changes and distributed leadership introduces and important topic for further research in newer forms of leadership.

Our occasional plea for more candidates, representing all sides of librarianship, for the Library Association Council, seems to have been over‐adequately satisfied this year. The rotation system of election provides only five vacancies each year; for these there were seventeen candidates. The voters were as indifferent as usual. The entire number of votes for all candidates was 10,396, and this from a membership of well over 8,000, each with five votes to cast. Possibly this shows the proportion of members who are really active in their interest. The results, however, cannot be called unsatisfactory, although the loss of Mr. Seymour Smith is to be regretted on the London representation. His successor, Mr. F. C. Francis, is a welcome addition, as he increases our connexion with the British Museum, and thus recalls the early years of the Association. From the Country representation we have lost the chief librarians of Glasgow and Newcastle‐upon‐Tyne, and the County Librarian of Denbighshire. The three successful candidates, Miss F. E. Cook (Lancashire), Mr. Duncan Gray and Mr. E. A. Clough, merely return to the Council. This presents a sort of election puzzle, as those who were displaced were also on the Council last year. Possibly some of them formerly represented branches or sections; there is certainly a solution to the puzzle. We say with confidence that any one of the candidates, successful or unsuccessful, would be an excellent councillor. For examples, many would like to see Cambridge University Library represented by Mr. E. Ansell, and it seems impossible that Glasgow is not represented or that the work Mr. Paterson has done should not have kept his seat safe; while few men of recent years have done more for the education of librarians than Mr. Austin Hinton. But the difficulty is that much the same sort of eulogy might be made of those who have been elected.

Criticizes Handy’s depiction of the portfolio career and the end of job security because he is overly dismissive of the contribution job security can and does make to the moral order of society. Develops a counter argument and evidence showing that business organizations are complex, morally significant institutions in addition to being instruments designed to fulfil an economic function. Concludes that the company should be institutionalized as a shared community of purpose which enables us to recognize its contribution as one of the important vehicles for the development of virtue and the good life. Notes that business educators and business leaders need to take employment security seriously and build this conception into their professional ideology and practice.

The purpose of this study is to analyse online consumers' experiential responses towards visual user-generated content in social commerce fashion online shopping environments. The study develops and tests a UGC OCE framework incorporating aesthetic and relational experiential paths in the OCE.

This paper adopts a quantitative approach to examine fashion consumers experiential responses to UGC content. The sample comprised 555 respondents recruited via a consumer panel. SEM analysis was employed to analyse and test the framework model.

The findings illustrate that consumers are initially stimulated by an aesthetic experience, which then triggers a combination of relational, emotional and interactive experiences in fashion social commerce. The study extends the S-O-R framework by integrating it to the experiential “path” that indicates the series of experiences consumers encounter. Using S-O-R, the study presents the consumers' online experiential responses to viewing visual UGC, revealing that there are five experiential responses, all of which have an influence on online consumer behaviour. Responses towards visual UGC include visual, relational, emotional, cognitive engagement and interactive engagement, which were all identified to influence purchase intention.

This study is original in finding that, in the context of online fashion shopping, aesthetics drive relational experiences, and relational experiences drive flow and interactive behaviour and also purchase intention. Aesthetic experiences and positive emotions are powerful drivers of purchase intention and drive connectedness, flow and interactive behaviour. This study extends the literature by extending the frameworks in OCE and CE into the fashion UGC context.

1. Innovative technologies, such as DS, can engage different human senses and play an important role in enhancing the store atmosphere.

2. The majority of DS networks feature content that is generic and is rarely tailored to the audience passing by the screens. As a result, digital displays are often ignored.

3. DS coupled with sensors and Artificial Intelligence allow for more relevant and personalized experiences.

4. Relevance through personalization can help retailers overcome display blindness, but challenges in terms of legal restrictions and ethical concerns exist to unlock its potential.

5. Nontouch interaction technologies, such as voice assistants, gesture controls, facial recognition, and augmented reality, present new ways of interacting with digital screens.

Innovative technologies, such as DS, can engage different human senses and play an important role in enhancing the store atmosphere.

The majority of DS networks feature content that is generic and is rarely tailored to the audience passing by the screens. As a result, digital displays are often ignored.

DS coupled with sensors and Artificial Intelligence allow for more relevant and personalized experiences.

Relevance through personalization can help retailers overcome display blindness, but challenges in terms of legal restrictions and ethical concerns exist to unlock its potential.

Nontouch interaction technologies, such as voice assistants, gesture controls, facial recognition, and augmented reality, present new ways of interacting with digital screens.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.