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The chapter explores the role of law in society and its relation to ethical conflicts as reflected through the prism of the film The Third Man. By focusing on the complexities of life in post-war Vienna, the film exposes dilemmas that prevail in ordinary times and in functioning democracies as well. Our analysis suggests that one way to manage these dilemmas and balance the conflicting loyalties and interests they raise is to sustain open channels between the law and other narrative-generating practices from which normative stances are evaluated. The law-and-cinema discourse is one such channel and The Third Man presents, in our eyes, the vitality of that channel, due to its rich aesthetical language and its unique representation of the ethical tensions (and their consequences) in the modern era.

Europe's population is aging. Compared to the number of people who live with an acute, life-threatening disease, more people now live with the effects of serious chronic illnesses, and disability toward the end of life. Meeting both needs presents a public health challenge. Policy makers and health professionals recognize that these changes require a health program that encourages both inventive cure and care professionalization, particularly palliative care for those patients (and their families) who cannot be cured (Davies & Higginson, 2004).

This paper aims to explore the differences in the level of knowledge sharing between co-workers in high versus low trust situations, for cognition-based trust and for affect-based trust as well as implicit and explicit knowledge.

The differences were examined through data provided by 102 professionals working for a financial organization in The Netherlands.

The differences in the level of knowledge sharing in high versus low trust situations are significant. The effect is larger for affect-based trust and for implicit knowledge.

The survey has been conducted within one organization only.

Organizations should realize the importance of trust between their co-workers, and in general, there is much to gain by increasing the levels of trust between co-workers, as this will also increase knowledge sharing between co-workers.

Previous studies have not examined the situation of low trust and its effect on the level of knowledge sharing within a homogeneous group of co-workers.

This article reports the application of marketing planning in an unusual context. It reports the results of a national survey of business school deans in the USA, and examines the possible effects on university business school performance of the use or non‐use of selected marketing planning activities and of selected faculty awards (proxy indicators of the level of importance that business schools might place on certain areas of faculty effort). The relationships that these activities and awards have with one another are measured. Best practices are identified. The number of respondents who employ the various marketing practices is reported, conclusions drawn, limitations identified, and suggestions made for future research.

According to John Grant’s New Marketing Manifesto, contemporary consumers “act their shoe size not their age” by resolutely refusing to grow up. They are not alone. Managers too are adopting a kiddy imperative, as the profusion of primers predicated on children’s literature – and storytelling generally – bears witness. Winnie the Pooh, the Wizard of Oz, Alice in Wonderland and Hans Christian Andersen are the marketing gurus du jour, or so it seems. This paper adds to the juvenile agenda by examining the Harry Potter books, all four of which are replete with references to market‐place phenomena, and contending that scholarly sustenance can be drawn from J.K. Rowling’s remarkable, if ambivalent, marketing imagination.

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.

Analysis of the responses of 131 local union officers to a questionnaire found that a number of variables are related to the attitudes of union leaders toward quality of worklife (QWL). Unions are morelikely to participate in a QWL program if local officers feel that unions can influence government policy, their members expect them to make progress on QWL issues, and if it is important to have good local‐member relations. Unions are less likely to participate in a QWL program if officers believe that unions are strong, feel employers favor severe tactics, and place a priority on traditional bargaining issues. For unions involved in a QWL program, union strength and perceived influence over government policy were related to positive attitudes regarding the long‐term future of QWL. For unions without QWL experience,severe management policies toward unions, and higher member expectations for local performance on QWL issues were related to more favorable attitudes toward QWL, while the officer’s tenure in position was related to a less favorable view of QWL. For locals involved in a QWL program, satisfaction with QWL increases if officers feel the labor movement needs to change its attitude and approach to problems, the labor relations climate is favorable, the local has sufficient bargaining power, and the overall performance of the local is satisfactory. The results suggest that “get tough” management policies toward unions will negatively affect union participation in and satisfaction with QWL efforts.

This paper aims to substantiate the need for additional research into a more holistic and multidisciplinary approach to managing the supporting supply chains that may also capture contextual information, also pointing out emerging avenues for further scholarly contributions.

The supply chain is viewed from a spare part consumer as well as from a supplier perspective. Key to the discussion is an accurate description of the maintenance demand pattern (MDP) known at the consumer's side as a valuable information source for the entire supply chain.

Solving the spare parts supply chain puzzle exceeds the realms of a single scientific discipline and involves hard and soft sciences. Besides, extending on the quantitative modelling aspects of MDPs, soft modelling and analysis is needed to define cooperative settings in which the supply chain parties can operate effectively.

In this paper, the authors argue for the sharing of the appropriately balanced combination of quantitative and qualitative information that is currently hidden, or exists in isolation, within supply chains. Debatably, such information sharing may potentially generate substantial benefits for all “players” within a given supply chain.

This contribution is unique in the sense that it provides a most accurate characterization of MDPs based on the proven maintenance concept design theory. In addition, the supply chain problem is analysed in a realistic context, with an open and broad mindset rather than approaching this issue from a single hard science perspective.

Although outplacement consulting and career transition services have become a standard management practice and are almost universally provided when terminating executives, these services have not been carefully evaluated and their benefits are not clearly understood. The purpose of this paper is to consider the role of individual differences in determining outplacement success using the Big Five framework as measured by the occupational personality questionnaire (OPQ).

The behavior of a sample of 53 executives was examined during outplacement as well as their success following reemployment.

The study's hypotheses were largely supported with agreeableness, conscientiousness, and openness to experience making a significant contribution to the understanding of outplacement effectiveness both during and after the transition.

These results suggest that providers should assess individual differences as part of career transition counseling and question recent trends toward making outplacement a commodity service. They also suggest that the diagnostic and counseling skills of a trained professional help to secure a successful outplacement experience and that the process should recognize the unique needs and personality of individual clients.

This paper considers the behavior of actual executives in career transition. It also extends previous research on the Big Five typology to executive outplacement and provides evidence of the usefulness of the OPQ as a measure of these personality traits.