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Offers a critical commentary on the Evers and Lakomski research programme as summarized in their article, “Theory in educational administration: naturalistic directions”. The origins of their naturalistic epistemology are reviewed and some of its limitations for understanding social action considered, especially the limitations it imposes on understanding social behaviour at the level of meaning. Brief attention is given to their coherence criteria, particularly to the manner in which these should be appropriately employed in theory choice. Concludes with a short consideration of the general problem of developing theory in educational administration and the appropriate role for modern science.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

In a recent paper entitled “On Lateral Thinking,” Atkinson (2011) argued that Economics has benefited not only from borrowing ideas from other disciplines such as physics (e.g., Samuelson's Foundations of Economic Analysis, 1947) or psychology (e.g., the growing importance of behavioral economics) but also from applying ideas that appeared in one subfield of Economics to another domain of Economics. As examples of such a cross-fertilization, Atkinson cites duality theory where cost functions were applied to consumer theory or Harberger's (1962) model of tax incidence that was borrowed from international trade theory. Atkinson in fact cited a sentence from his famous 1970 (Atkinson, 1970) article: “My interest in the question of measuring inequality was originally stimulated by reading an early version of the paper by Rotschild and Stiglitz (1970, 1971)” The same parallelism between uncertainty and inequality had been drawn previously by Serge Kolm in his well-known presentation at the meeting of the International Economic Association in Biarritz, France (see Kolm, 1969), which was inspired by his previous work on uncertainty (Kolm, 1966). Atkinson, however, stressed also the need for care in drawing parallels.

Interrelations of writings in a complex field such as studies of science, technology and society, turn out to be highly patterned when data on author co‐citations are statistically analysed and mapped. For both authors and specialities, the maps reveal structures of subject matter and intellectual impact, based on the perceptions of hundreds of citers since 1972. A new tool thus is available to historians and others concerned with a field's intellectual development.

Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.

Considers why different explanations of the same event can be produced and discusses the characteristics of a good explanation. It identifies and analyses a wide range of different published explanations of a seminal public administration policy‐change. It separates those accounts of that event into families of explanations and describes their common underlying presuppositions. These shared presuppositions are used to construct four models of public policy‐making: sovereign policy‐makers; policy‐makers as relays; policy‐making as the personal; and the discursive construction of policy. Each explanation (and its conceptual model) is challenged by historically grounded counter‐evidence. Based on this analysis the paper suggest ways in which analysis of public management changes might be more fruitfully orientated.

In spite of the recession and its attendant threats to workforce size and union power, a well‐organised union can still influence management and company plans. Though management still have a range of policy options, the point of trade union resistance is to force management into accepting options more favourable to workforce interests. A case study outlining a type of factory‐based union organisation which has survived the recession through successfully contesting managerial decisions, draws the conclusion that the central element of such activity's success is that it must be moulded to a broader, less insular, more political view of trade union activity. The evidence supports the argument that steward organisations have largely maintained their position of the 1970s. Union membership and support remains a crucial issue in maintaining union power, and shop stewards must continue to re‐examine ways of involving and informing their members.

The purpose of the paper is to examine shifts in sales organizations utilized to sell services to business‐to‐business customers. The paper also examines the changes expected in personal selling and sales management.

Extant academic literature and emerging practices are examined to determine trends.

The paper suggests that the traditional service‐focused sales organization is evolving in two distinct directions. First, enhanced sales automation is resulting in a reduction in salespeople's contact with customers. Second, an enhancement in the level of customer contact is leading to a growth of customer‐focused sales organizations and an increase in global account management teams.

Additional research is needed in this area.

Changes are required in the manner in which personal selling and sales management is practiced in organizations. Firms need to make these changes or their sales forces will be less efficient and less effective.

This important area is very infrequently examined in literature. This is the first attempt to examine this area.

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.