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Explores the challenges faced in leading organizations through times of uncertainty and how a positive approach can result in expansion.

Examines how a positive and open approach to a lengthy period of uncertainty preceding takeover resulted in significant growth and expansion and lower‐than‐expected staff turnover. Considers the significance of stable leadership, the importance of looking after and continuing to develop staff, and how expanding the horizons of both the organization and staff can grow the business. Looks at the importance of open and constant communication at all levels, and the value of team‐building activities in maintaining staff morale.

Reveals that staff value honesty and transparency in times of uncertainty and respond positively to leadership stability and a strong lead to continue to look forward and expand both the business and their personal horizons through taking on new and exciting challenges.

Shows how an active response to uncertainty and change can provide the impetus for business expansion and continued staff development at a time when these would more naturally be expected to remain static or contract.

Emphasizes that, in times of difficulty or uncertainty, it is essential that staff continue to feel valued as individuals and team members.

Argues strongly that leaders must rise to the challenge when guiding an organization through uncertain times, resisting the temptation to “sit out the storm.”

The purpose of this paper is to explore the challenges faced by a small, specialized NHS organization in recruiting and retaining a high quality workforce in a highly competitive market.

The paper focuses on four main areas: recruitment, employee development, office environment, and management style.

The conclusion is that against the odds a public sector organization can attract and retain a high quality workforce in a highly competitive market.

An innovative and flexible approach to recruiting and managing your staff can achieve remarkable results.

The Capitol Mall is a very complex urban area adjacent to downtown Phoenix, where Governmental buildings exist side by side with a historic residential neighborhood, warehouse buildings, an under-construction human services campus, vacant lots, and many homeless people on the streets. This area has been 'forgotten' in recent efforts to revitalize downtown Phoenix. The Capitol Mall project involved two studios - Architecture and Planning - conducted simultaneously during spring 2005. The planning studio was intended to develop a revitalization plan and the architecture studio was charged with developing specific programs and projects of urban design and architecture.

The purpose of this paper is threefold: 1) to introduce our studios as examples of community embeddedness, 2) to discuss our pedagogical approaches and the project's outcomes, and 3) to present a set of lessons learned that can be valuable to others teaching similar joint studio arrangements. In brief the five lessons are: a) joint studios can have different approaches to reality, b) interdisciplinary studios can benefit from different methodologies and outcomes, c) planning and architecture studios use classroom resources differently, d) joint studios display creativity in different ways, 5) interdisciplinary studios can lead to joint discovery and re-enforcement of learning experiences.

Anecdotal evidence suggests that in times of economic constraints particularly in countries such as Greece that have long been stereotyped as corrupt, business practices amongst small- and medium-sized organisations that make up the majority of these nations’ tourism operators may become less than ethical or legal. The purpose of this paper is to explore these issues empirically in order to understand the impact of both cultural values and economic constraints on tourism businesses’ practices.

An exploratory case study using mixed methods has been adopted. Quantitative data were gathered from tourism business owners, managers and employees via questionnaires to establish the nature and scope of various unethical, illegal or immoral practices. Qualitative data were gathered to explore the ways these issues are considered and enacted.

Results show that there are many unethical and illegal practices that have been witnessed first-hand. Businesses’ attempts at acting in an ethical and socially responsible manner tend to be affected by not only cultural issues, but also economic constraints, yet there remains a desire to act in a way that does not impact negatively on tourists or on the local society and environment.

This research fills a gap in the literature relating to the ethical stance and practices of tourism entrepreneurs. It also presents an original conceptualisation of these issues in light of their location within the extant literature on ethics, corporate social responsibility and both sustainable and responsible tourism.

AFTER more than thirty‐three years THE LIBRARY WORLD appears in a new and, we hope our readers will agree, more attractive form. In making such a change the oldest of the independent British library journals is only following the precedent of practically all its contemporaries. The new age is impatient with long‐standing patterns in typography and in page sizes, and all crafts progress by such experiments as we are making. Our new form lends itself better than the old to illustration; we have selected a paper designed for that purpose, and illustrated articles will therefore be a feature of our issues. We shall continue as in the past to urge progress in every department of the library field by the admission of any matter which seems to have living interest for the body of librarians.

IT WOULD NOT BE beyond the powers of exaggeration to claim that James Joyce is one of the greatest writers of the twentieth century. But it would be doubly difficult—difficult, even, for a star‐spangled Dubliner whose lips had been royally touched—to substantiate such a claim within the limits of a single sentence. It is true Joyce wrote a great number of pages, but he did not write a great number of books. He was a great humorist in the true Irish tradition: a savage satirist in the manner of Swift (though subtler in his technique) and a natural parodist and punster. He could perform miracles with words, and just as Wilde was a master of the epigram, so Joyce achieved endless subtleties and successes with the pun.