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The study described in this article aimed to gather insights into what people think when they search the Internet for information. The premise is that people relate to information services and systems metaphorically. In other words, they identify the system or service as analogous to something perhaps more mundane or commonplace. These are known as wild metaphors. They help to explain the unknown or unfamiliar and help us to learn new things. They arise from our individual beliefs and backgrounds but they are also inevitably influenced by our collective experience of contemporary media characterisations of the Internet. This study relates the analogies that academics in Australia report for the Internet with the satisfaction that they derive from information seeking on the network. It provides some insight into how academics in Australia perceive the Internet when they use it to search for information.

Reports on the first‐ever nationwide quantitative survey of academic staff use of the Internet. After briefly noting reasons for adopting a mailed‐out survey, the article discusses some of the results obtained. These include daily use of e‐mail, access to the Internet via remote dial‐in services and technical support provided to academics. More than one‐third of respondents seem in need of more training in Net use and time limitations and lack of training are typical barriers to effective use. The study concludes with opportunities for further research at both national and international levels and discusses possible implications for university administrators. The full report of the study is published as Academics Online (Auslib Press, Adelaide, 1998). The research team also included Edna Sharpe of the Australian Quarantine and Inspection Service.

This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.

Application of new frameworks provides insight into the leadership roles executives can adopt when part of formal, informal and temporary groups within the organisation's senior management team and those parts of the organisation for which they are responsible. The methodology adopted is qualitative, focusing on application of previously developed frameworks.

Adoption of an appropriate leadership role, and the timely switch from one role to another as circumstances change, are found to facilitate improvement in the ability of executives to mobilise organisational resources, and in so doing effectively address those challenges with which the organisation is faced.

A one‐organisation intensive case study of a multinational engineering company engaged in the design, development and manufacture of rotating turbomachinery provides the platform for the research. The research intent is to validate two frameworks in a different organisation of a similar demographic profile to those in which the frameworks were developed. The frameworks will require validating in organisations of different demographic profiles.

The concepts advanced, and implications discussed, provide an insight into the role‐based nature of leadership. The practical steps individual executives can take to develop their ability to adopt different leadership roles are highlighted.

This monograph is an investigation into, and study of the contribution of theory that provides insight into, the process by which executives effectively mobilise organisational resources. This differs from the original contributions to theory, which focused on methodology, data gathering and validation in contrast with the current study that is focused on practical application.