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Five web sites, five libraries, numerous departmental pages and thousands of pages of content explained, in part, why users found library resources difficult to navigate. Web redesign became a strategic initiative in 2001 and state funding enabled the purchase of a content management system (CMS). The purpose of this paper is to describe the systematic implementation of a CMS at Texas A&M Libraries

The web implementation team (WIT) was formed to include a diverse group of people from all areas of the library and charged with responsibility for the overall management of the University Libraries' web site.

Using a CMS to create the library's web presence is an important and expensive undertaking that requires coordinated management oversight. It also presents opportunities to reconsider the library's organizational structure and culture.

This paper describes a management strategy that involves all areas of the organization, encourages teamwork, promotes innovation, and stays focused on organizational priorities. It discusses expected and unexpected consequences of implementing a CMS, and makes recommendations about CMS management in general.

To introduce the special theme issue on “Content management systems”.

Each of the articles in the theme are described in brief.

The articles cover a range of topics from implementation to interoperability, object‐oriented database management systems, and research about meeting user needs.

Libraries have only just begun to realize that their web presence is potentially as rich and complex as their online catalogs, and that it needs an equal amount of management to keep it under control.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 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.

An emerging research stream focuses on the place-based ecosystems where artificial intelligence (AI) innovations emerge and develop. This literature builds on the contextual turn in management research and, specifically, work on entrepreneurial ecosystems. However, as a nascent research area, the literature on AI and entrepreneurial ecosystems is fragmented across academic and practitioner boundaries and unconnected disciplines because of disparate and ill-defined concepts. As a result, the literature is disorganized and its main insights are latent. The purpose of this paper is to synthesize research on AI ecosystems and identify the main insights.

We first consolidate research on the “where” of AI innovation through a scoping review. To address the fragmentation in the literature and understand how entrepreneurial ecosystems are associated with AI innovation, we then use content analysis to explore the literature.

We identify the main characteristics of the AI and ecosystems literature and the key dimensions of “AI entrepreneurial ecosystems”: the local actors and factors in geographic territories that are coordinated to support the creation and development of AI technologies. We clarify the relationships among AI technologies and ecosystem dimensions and uncover the latent themes and underlying structure of research on AI entrepreneurial ecosystems.

We increase conceptual precision by introducing and defining an umbrella concept—AI entrepreneurial ecosystem—and propose a research agenda to spur further insights. Our analysis contributes to research at the intersection of management, information systems, and entrepreneurship and creates actionable insights for practitioners influenced by the geographic agglomeration of AI innovation.

There is growing interest in diversity in the environmental field. The issue has become more pertinent as country undergoes noticeable demographic changes. Researchers have been interested in diversity for sometime too. This chapter traces the evolution of research on diversity and the environment. It discusses the results of new studies examining students' attitudes toward their work in environmental organizations as well as their salary expectations. The chapter also analyzes the demographic characteristics of the leadership of environmental institutions as well as their hiring and recruiting practices.

The focus of this chapter is drawn from the author’s lived experience and background as a third generation stateless Palestinian refugee who lived in one of the Palestinian camps in Lebanon and inherited the refugeeship from her parents and grandparents. Even though the author agrees with Hannah Arendt (1943) that ‘We don’t like to be called refugees’ (p. 264), the process of this research and thoughts behind it are attributed to the author’s personal experiences, as Arendt (1964) confirms in her statement that the process of thought can seldom be possible without being attributed to a personal experience.

Managers with global responsibilities work across distance, across differences in country infrastructure, and across differences in cultural values and expectations. Although the work of global managers is in some respects the same as the work of domestic managers – they must provide leadership, direct action and manage information – in order to be effective, global managers must adapt how they do their work to the global context. Research indicates that success as a global leader depends significantly on the leader’s ability to interact effectively with others who are culturally different. To do this, leaders must be able to adapt their behavior appropriately to the particular circumstances in which they are working. Cultural adaptability is critical to successful global leadership. Research shows that cultural adaptability is related to a number of different experiences, both on and off the job. In this chapter we review the literature on cultural adaptability and leading across cultures; and building on what we know about learning from experience, we suggest developmental experiences which can help leaders develop their cultural adaptability.

The purpose of this paper is to provide enhanced insights on corporate governance failures which contributed to various financial crimes in major banking institutions and whether those involved have been held sufficiently accountable in the USA and the UK.

This interdisciplinary doctrinal research relies on primary and secondary data and is complemented by the case study approach.

Case insights demonstrate that a few major banks and isolated numbers of bankers at the lower echelons were held accountable in the USA but to a lesser degree in the UK. This contrasts sharply with the earlier Enron-type corporate financial reporting scandals or the much earlier Savings and Loans Crisis; but recent criminal charge practices against mega banks suggest a policy shift.

The paper findings suggest the need for further research in this under-researched area, while the banking communities in the USA and the UK may be prompted to review their corporate governance practices.

This interdisciplinary research uses corporate law and criminological research to provide enhanced insights on financial crimes perpetuated in major banks in the USA and the UK.

The purpose of this paper is to describe the experiences of non-clinical staff working in psychiatric settings, particularly in relation to exposure to context-specific hazards, and perceived safety.

Qualitative interviews with 23 administrative and operational staff were analysed using a framework approach.

Analysis demonstrated extensive exposure to occupational violence, including assault and verbal abuse within and/or beyond the workplace and concern about infectious disease. Impact of exposure was wide ranging, dependent on type and circumstances of violence and personal resources, with several participants experiencing ongoing psychological distress. Participants employed a range of problem- and emotion-focused strategies, typically seeking support from peers, to manage work-related stress but felt neglected by the organisation. They sought inclusion in or access to processes, such as supervision and debrief, routinely available to clinicians and to information about risk associated with patients.

Generalisability is constrained by conduct of this study in a particular setting with non-random sample.

The findings of this paper indicate a pressing need for administrators to ensure efforts to address safety encompass all staff, and the need for further research. Particular attention should be given to enabling non-clinical staff to examine ethical questions, ensuring access to support mechanisms and development of an inclusive culture.

While exposure to, and impact of workplace violence on clinical staff have been extensively studied, this paper is the first to qualitatively examine the safety of a commonly forgotten workforce.