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The purpose of this paper is to explore the longitudinal influence of gender, age, education level, organizational tenure and emotional intelligence on three dimensions of knowledge hiding over time.

A longitudinal study using two-wave data sets of 390 employees in Chinese enterprises was conducted to build fixed, continuous and interacting models for investigating the effects of individual differences on the processes of knowledge hiding over time.

This research uncovered the changing relationships of individual differences on knowledge-hiding behaviors over time, such that age correlates with rationalized hiding in the interacting model, indicating younger employees are less likely to choose rationalized hiding when facing situation changes; and education level, organizational tenure and emotional intelligence moderate knowledge hiding over time, implying individuals with better education, longer tenure and higher emotional intelligence tend to exhibit more rationalized hiding behaviors rather than evasive hiding and playing dumb behaviors at Time 2.

One of the novel contributions of this study is that it tests the longitudinal effect of individual differences on knowledge hiding, providing a vertical perspective, and thereby contributing to the body of knowledge in knowledge management. The study also constructs fixed, continuous and interacting models to measure the covering longitudinal influences, thus making the research original.

Graham S. Clarke, TD MA FCA FRSA, financial director of Fairey Holdings for the last four years, has been appointed managing director of its Energy and Military Engineering Division.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

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.

At many crucial moments in recent foreign affairs, relations between the United States and other nations of the world have hinged on our diplomats providing accurate and timely information to governments and foreign publics about our government's policies and our goals (Dunlop, 1996). Within the US government, our relations with other peoples of the world was coined as public diplomacy, as opposed to official diplomacy between governments, by the Kennedy administration. Despite strains in US relations with other countries, international opinion polls mostly show that Americans are still admired, even as there are disagreements with US policies (Pew Research Center for People and the Press, 2003; What the World Thinks, 2004).

John Andrews Fitch spent a year studying labor conditions in the steel industry around Pittsburgh during 1907 and 1908. The results of his research became The Steel Workers, one of six volumes in the Pittsburgh Survey, a groundbreaking 1910 analysis of conditions faced by working people in a modern industrial city. Introducing his discussion of common employment practices in the steel industry, Fitch declared, “A repressive regime…has served since the destruction of unionism, to keep the employers in the saddle.” He traced the origins of management’s arbitrary power to the Homestead lockout of 1892, when Carnegie Steel destroyed the last stronghold of organized labor in the mills of western Pennsylvania. During his stay in Pittsburgh, Fitch saw the results of fifteen years of management domination. “The steel worker,” he wrote, “sees on every side evidence of an irresistible power, baffling and intangible. It fixes the conditions of his employment; it tells him what wages he may expect to receive and where and when he must work. If he protests, he is either ignored or rebuked. If he talks it over with his fellow workmen, he is likely to be discharged” (Fitch, 1989, pp. 206, 232–233).

Family traditions in business operations are common throughout recorded history. From an economic perspective, occupational following may occur voluntarily because valuable, job‐specific human capital, which is transferred at low cost from one generation to the next, raises the son's expected return of following in his father's footsteps. Moreover, to the extent family name is utilized as a screening device for entry into restricted occupations, sons may have a double inducement to follow.

The establishment and growth of an early Australian entrepreneurial firm supplying veterinary services and products is examined. John Pottie established a veterinary practice in Sydney in the 1860’s and then proceeded to develop a large and successful family business that is still trading. By exploring the ingredients for its successful entry and growth, this study seeks to show through one longitudinal case, how entrepreneurship, innovation and marketing were inseparable in contributing to the competitive advantage developed by this business. Two inter‐related and timeless features stand out in Pottie’s success. First, is the manner in which he acted as an entrepreneur, responding to the circumstances of the time and seizing the opportunities presented by changes on both the supply and demand sides in the market for veterinary services and products. Second, is the stress he placed on his own name as a brand, guaranteeing the quality of the integrated package of veterinary products.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.