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Traditional notions of culture have become unicorns: assumed creatures of the past, whose authenticity seems increasingly doubtful. It is required of us to rethink the boundaries of culture and social science; to develop our understanding of interdependency and instability in cultural life. In order to incorporate possible discourses, the practice of research must also change. This paper discusses some problems associated with ethnography in global cultures.

I begin by presenting a brief history of ethnography as a method for investigating unconceptualised groups. Following this, through reference to my own research, I argue that the foundations of this methodology can be developed to include the broad networks of influences extant in contemporary cultures. To this end, I consider a solution that poses the researcher as a locus of investigation from which the relationships that construct a culture may be collated and interpretations built.

The research account I have presented tackles this issue, synthesising introspection, thick inscription, and thick transcription, and moving the researcher through a multi‐vocal, iterative, non‐linear process. Historical, technological and ideological influences come into play to negotiate between possible realities. Ethnography may place these realities into their broader political, social and personal contexts and continue yielding data for the theorisation of contemporary cultures.

The paper reassesses the experience of global culture with reference to the global surfing scene. It provides a practical solution to research in such cultures, and highlights the importance of a networked approach in the construction of adequate theory.

Many of the fatuities and disasters attending the introduction of computers into Library and Information Services (LIS) can be ascribed to the ill‐conceived notion that intellectual analysis both of the subjects of documents and of enquiries for information was no longer needed, that the machine would perform all the necessary concept relationships in short order and without human intervention. Anyone who has patiently watched Prestel clanking away in search of cricket scores will appreciate the fallacy well enough.

Discusses manufacturing control systems using Cheltenham‐based assembly firm, Wynn Marine, as an example. Finds that here a new system of computing has halved the time taken to input orders.

Information technology is not a solution, it is a tool which can be used to handle business problems, according to one of the speakers at a recent conference on warehouse and distribution software organised by the National Materials Handling Centre. Speakers came from a wide range of organisations — supplier companies, food distributors, and retailers such as Marks & Spencer.

Describes the life history of the British Food Journal, its changing editorial team, ownership and editorial focus. The authors have used much wider source material than the archives of the journal, now in its 100th year. The journal was always closely identified with the safety of food, its adulteration and the government’s duty to safeguard the public. The second section reviews the profession and role of the public analyst, in particular the history and development of the Society of Public Analysts. The next and longest section of the monograph is devoted to an interesting examination of food safety, nutrition and food manufacturing issues over the last 100 years. Many of the points raised are illustrated by excerpts from papers written in BFJ and included as Appendices to the monograph. Food irradiation was first raised as a subject in the journal in 1928! Bread and milk as staples in the British diet are looked at in some detail in terms of their ingredients and health properties. Some appendices have been included just for interest and provide brief snapshots of some of the main food concerns of the time, e.g. The Pure Food Society, the food we eat, food poisoning, a world food policy, the packaging of foods, food hygiene. Plus ça change ...

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.