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Dr Bruce Lloyd, Principal Lecturer in Strategy at South Bank University, in discussion with Eileen C. Shapiro, author of Fad Surfing in the Boardroom and Reclaiming the Courage to Manage in the Age of Instant Answers, about her latest book The Seven Deadly Sins of Business: Freeing the Corporate Mind from Doom‐Loop Thinking. This book explores the concept of “take, shake or break” in organizations and considers “seven deadly sins” that prevent organizations from being as effective as their potential considers should be the case. Underlying the whole analysis is the need to re‐invent a role for management that emphasises the importance of values and authenticity.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

Current research on justice has found that perceptions of injustice are reduced when harm‐doers provide an explanation or “account” of their actions. We question whether these findings generalize to everyone in organizations. In particular, we predict that responses to unjust acts and social accounts about them will differ for those in organizations who have less power and for those who are “in‐group” to the victim. We test this prediction by replicating Bies and Shapiro's study of causal accounts, using union subjects as well as managerial subjects, and constructing a scenario in which the victim is a worker and another in which the victim is a manager. As expected, union subjects were more angry about unjust acts than were managers. Counter to our expectations, all subjects perceived an act to be more unjust when the victim was a worker than when the victim was a manager. As in previous studies, an account reduced feelings of injustice, except in one situation: among those of lower power (union reps) who evaluated acts that hurt members of their own group (i.e., a worker), an account did not reduce their sense of injustice for the victim, even though it did reduce blame at the harm‐doer.

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.

Purpose – This chapter provides a framework that captures the fundamental impacts of power at the individual, dyadic, small group, and organizational levels. Within each level, we trace the psychological, cognitive, and behavioral consequences of having or lacking power.

Approach – We integrate theoretical approaches from psychology, sociology, behavioral economics, and organizational theory to underscore the far-reaching effects that power has.

Findings – We review theoretical and empirical evidence that demonstrate that (a) power leads people to take action, increases their general sense of control, and shape the way they construe the world; (b) power anesthetizes people to other people's emotions and immunizes them from the pressures of conformity; and (c) power differences within groups may facilitate group functioning by creating order, reducing conflict, and facilitating coordination. In addition to providing a framework for existing research on power, we also provide three research directions in hope of generating fruitful future research.

Originality/value – Through a careful review of the literature, we demonstrate that power helps people know who does what, when, and how.

The present review seeks to stimulate thinking about transforming the undergraduate library, both conceptually and in reality, for the future as it continues its search for the best ways to address the library needs of undergraduate students attending a large research university. The review focuses on what has emerged from, been consequential to, and poses challenges for the undergraduate library concept. The author conducted searches in the Library Literature and Information Science database, WorldCat database, the Melvyl^® The Catalog of the University of California Libraries, and the Google™ search engine for information related to the separate undergraduate library in the large research university. Pertinent abstracts, literature, and Web documents were reviewed for references. The search period was from October 2005 to March 2006.

RICHARD DE BURY'S prayer that war, the great enemy of the book and therefore of the library, be averted must have risen to the minds of some librarians recently. As we write these lines international relations seem to have reached a boding complexity unrivalled since 1939 and with potentialities for ill as great or even greater. By the time these words appear we hope sanity and a calmer spirit will prevail and that the Christmas we face as librarians may indeed be a happy one. However that may be, the many frustrations all development, including library development, have suffered in the past year, are not likely to be overcome soon. The 35 to 50 millions our interruption for good or ill in the Israel‐Egyptian affair has cost—a relatively small matter financially against our national annual spendings of thousands of millions—are not likely to make for library progress. Yet, paradoxically, our greater advances in modern times have been the outcome of conditions created it would seem by war. The Great World War showed the naked need of the public library service in a way that the previous seventy years of peaceful advocacy had failed to do. Even greater progress came out of the Second World War. What was lost in each of these catastrophes no one has been able to calculate.

Loyalty programs (LPs) worldwide are maturing even as such programs are growing at a sluggish pace and losing appeal among consumers. This creates a need (and a potential opportunity) for firms to redesign their LPs that better resonates with their customers. The purpose of this paper is to identify that reorienting LPs to focus on societal and environmental causes, in addition to economic causes, can revive the growth of LPs.

This study uses a triangulation approach to integrate knowledge from past research, managerial insights and the popular press that is used in two ways. First, this study identifies a dominant logic in the evolution of LPs toward a focus on societal and environmental causes. Second, based on this evolving logic, this study advances a framework to design cause-related LPs that is an integration of a firm’s economic, societal and environmental imperatives.

The proposed framework submits that designing a LP consisting of tangible and intangible characteristics will lead to the increased adoption of LPs by the focal industry firms, and the increased acceptance of LPs by customers across all focal industry firms, while moderated by the competitive pressure faced by firms, and the prevailing regulatory framework. Further, the adoption and acceptance of LPs by firms and customers, respectively, will lead to the realization of established LP outcomes, while moderated by the intensity of customer usage.

Based on the proposed framework, this study identifies important implications for customers, firms, society and the environment worldwide in redesigning their LPs.

By integrating various sources of knowledge (academia, business and press) from multiple domains (e.g. marketing, sociology, environmental studies and finance), this study presents an integrative framework that presents a holistic approach in redesigning LPs.