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The purpose of this paper is to investigate entrepreneurs’ network evolution in the start-up phase.

Based on the case studies of six fashion start-up firms, this study uses a three-dimensional perspective on social capital (structural, relational, cognitive) to investigate entrepreneurs’ network evolution (i.e. initiation of new relationships) in the start-up phase so as to acquire resources and support for firms’ goals. The study focuses particularly on the understudied cognitive dimension of social capital. The fashion industry provides a relevant research setting because it is characterised by changes in demand, which generate opportunities for entrepreneurship.

The findings show that the display of cognitive attributes is important for the creation of structural social capital (the establishment of new relationships). The findings also indicate that relationships initiated based on the cognitive dimension have a high probability of developing into embedded relationships, thereby becoming high in the relational dimension and providing access to private information containing referrals to other actors. Thus, these relationships also promote the continued development of the structural dimension.

The findings imply that the entrepreneurs’ sets of cognitive attributes constitute an important asset in the creation of social capital. They also point to the importance of signalling these values to potential resource holders. Relationships initiated through the display of cognitive attributes can provide resources without requiring immediate economic remuneration.

This literature review paper attempts to discuss and present one’s current knowledge on the wide spectrum of stakeholder relationship management, to highlight future research opportunities.

The research is based on a literature review methodology involving different streams of research.

Diverse and distinct sections concerning stakeholder relationship management with specific regard to corporate governance and CSR, entrepreneurship and open innovation/open social innovation are discussed.

The paper presents future research opportunities concerning the wide spectrum of stakeholder relationship management.

The primary intention of this research paper is to systemically identify and discuss the longitudinal embedding of the nature of the changing role of first‐tier managers (FTMs) – drawing particular attention to the trends, typical characteristics and complexities associated with their role.

The paper carried out a literature survey using a long‐cycle approach – a systemic and in‐depth survey of the literature from the early Industrial Revolution era to the twenty‐first century in order to pin‐point the main phases of the transition of the FTM's people management role. The author's four‐factor framework for decision making vis‐à‐vis the role of FTMs was used to trace whether the characteristics and issues linked with the role today are typical of those associated with the role in the past, and the degree to which lessons have been learned.

Importantly, the long‐cycle analysis revealed that the FTM's role has been through three core phases from the early industrial revolution era, and is currently in the fourth phase. That is, the manager‐in‐charge, the manager‐in‐the‐middle, the manager‐on‐the‐margin and the manager‐in‐charge‐plus. Whilst drawing attention to the complexities associated with the evolution process, the cycle shows that it is possible to conceptualise each phase and identify the key factors linked to the FTM's changing role successively. This drew attention to the fact that the success or failure of this role can be determined by five key factors, which characterise it – definition of the role, training/development of FTMs, perception/attitude of the primary stakeholders of the role (including FTMs), broader organisational support of FTMs (whether lacking or present), and their performance/performance management. Furthermore, the findings showed that, if these key factors are not considered from an in‐depth historical perspective, the FTM's people management role will remain a major organisational dilemma.

The literature survey was quite general, although the literature on the manufacturing industry and the UK are the main focus.

The paper establishes the trends in the management of FTMs and their people management role using a long‐cycle approach. To date, few integrated studies on people management devolution to FTMs have been undertaken that seek to identify the key phases of the transition and the complexities associated with the evolution of the role during these times. Therefore, the paper addresses the imbalance by reflecting on the nature of the FTM's people management role over a long period, and developing a conceptual framework for pin‐pointing and analysing the problems faced in managing FTMs strategically.

The decision of the Wolverhampton Stipendiary in the case of “Skim‐milk Cheese” is, at any rate, clearly put. It is a trial case, and, like most trial cases, the reasons for the judgment have to be based upon first principles of common‐sense, occasionally aided, but more often complicated, by already existing laws, which apply more or less to the case under discussion. The weak point in this particular case is the law which has just come into force, in which cheese is defined as the substance “usually known as cheese” by the public and any others interested in cheese. This reliance upon the popular fancy reads almost like our Government's war policy and “the man in the street,” and is a shining example of a trustful belief in the average common‐sense. Unfortunately, the general public have no direct voice in a police court, and so the “usually known as cheese” phrase is translated according to the fancy and taste of the officials and defending solicitors who may happen to be concerned with any particular case. Not having the general public to consult, the officials in this case had a war of dictionaries which would have gladdened the heart of Dr. JOHNSON; and the outcome of much travail was the following definition: cheese is “ coagulated milk or curd pressed into a solid mass.” So far so good, but immediately a second definition question cropped up—namely, What is “milk?”—and it is at this point that the mistake occurred. There is no legal definition of new milk, but it has been decided, and is accepted without dispute, that the single word “milk” means an article of well‐recognised general properties, and which has a lower limit of composition below which it ceases to be correctly described by the one word “milk,” and has to be called “skim‐milk,” “separated milk,” “ milk and water,” or other distinguishing names. The lower limits of fat and solids‐not‐fat are recognised universally by reputable public analysts, but there has been no upper limit of fat fixed. Therefore, by the very definition quoted by the stipendiary, an article made from “skim‐milk” is not cheese, for “skim‐milk” is not “milk.” The argument that Stilton cheese is not cheese because there is too much fat would not hold, for there is no legal upper limit for fat; but if it did hold, it does not matter, for it can be, and is, sold as “Stilton” cheese, without any hardship to anyone. The last suggestion made by the stipendiary would, if carried out, afford some protection to the general public against their being cheated when they buy cheese. This suggestion is that the Board of Agriculture, who by the Act of 1899 have the legal power, should determine a lower limit of fat which can be present in cheese made from milk; but, as we have repeatedly pointed out, it is by the adoption of the Control system that such questions can alone be settled to the advantage of the producer of genuine articles and to that of the public.

The credibility of the comparisons that are made between wage rates and earnings in supposedly similar jobs is frequently a major factor in collective bargaining in an industry or company. This is so, whatever other arguments are used, such as productivity.

It has been stated, and not without some cause, that no branch of our law is in a more uncertain condition than that relating to warranties under the Sale of Food and Drugs Acts, for during the past twenty‐three years various decisions have been given on what constitutes a warranty within those statutes, and at first sight it appears somewhat difficult to extract therefrom any settled principles. We propose, however, to examine shortly the leading cases on this important subject, and to see how far they are consistent with one another and lay down rules for general guidance.

This article is the second in the series detailing recent and continuing research into Payment Systems. The previous article dealt with some of the main features found to be important in scheme success, whilst this one, “Participation in Payment System Design”, shows how the research results can be translated into practice. The procedure outlined here is one that has been recently applied to a number of organisations with uniform success.

At this moment in time two sets of values present in society are in conflict with each other. On the one hand we have a powerful technical value system which tells us to make maximum possible use of technology so that we may become more wealthy and comfortable. On the other hand we have a humanistic value system which tells us to beware of technology for it is a mirage which will lead us to disaster rather than success. Somewhere in between these two value systems is another which says technology is essentially neutral; whether it produces gains or losses depends entirely on the decisions that are taken on how it shall be used. Supporters of this middle position are a group of researchers from seven European countries who are working together in an attempt to influence one form of technology — computers to move in a direction which produces human as well as technical gains. This paper is a report on one aspect of our research. We argue that computers and information technology represent a powerful resource for improvement at all levels of society; but for this improvement to come about, alternative ways of using the technology must be identified and choices made in terms of human psychological needs.

Job satisfaction is a nebulous concept. Managers talk about it a great deal, but, if pressed to explain exactly what they mean are hard pushed to provide a precise definition. Vroom had described it as:

The article is set against a background of evidence that women often find themselves in low status, low paid and part‐time work. It examines the potential of job evaluation as a vehicle to operationalise the concept of equal value.