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Article
Publication date: 1 February 1926

AT the last meeting of the London Branch of the Library Association Mr. James D. Stewart dealt in a suggestive manner with the problems of co‐operation as they affect the…

Abstract

AT the last meeting of the London Branch of the Library Association Mr. James D. Stewart dealt in a suggestive manner with the problems of co‐operation as they affect the metropolitan area. There is some hope that the Council of the Branch may now give definite attention to the one thing in modern library administration that really calls for it. The problem is by no means limited to London, but London ought to be able to show the way. For twenty‐five years at least the subject of co‐operation has been discussed, but rather fitfully, and never with sufficient force to convince librarians generally. To take one instance only: there always has been a fear that if we have a co‐operative catalogue some library assistant somewhere or other will find his occupation gone. This is typical of the bogeys that have hindered progress. The London area can promote co‐operation on lines which have all the advantages, and none of the disadvantages, of central control. Central control stifles almost every form of local initiative, especially such control as we are wont to get in this country.

Details

New Library World, vol. 28 no. 8
Type: Research Article
ISSN: 0307-4803

Article
Publication date: 1 June 1968

ALTHOUGH the first Public Libraries (Scotland) Act was placed on the Statute Book in 1853, it was not until 1899 that the Corporation of the City of Glasgow was empowered to…

Abstract

ALTHOUGH the first Public Libraries (Scotland) Act was placed on the Statute Book in 1853, it was not until 1899 that the Corporation of the City of Glasgow was empowered to establish and maintain public libraries throughout the city. Between 1876 and 1897 four attempts were made to secure public approval for the adoption of the Public Libraries (Scotland) Acts, but when all these efforts proved unsuccessful, the Corporation decided in June, 1888 to include in a Local Bill for submission to Parliament, certain clauses conferring upon themselves the power to become a library authority. Promoted in 1899, the Bill became known as the Glasgow Corporation (Tramways, Libraries, etc.) Act 1899, and the library clauses passed through Parliament without opposition and received Royal Assent on 1st August, 1899. The powers conferred by this Local Act empowered the Corporation:

Details

New Library World, vol. 69 no. 12
Type: Research Article
ISSN: 0307-4803

Article
Publication date: 23 January 2019

Helen St Clair-Thompson and Carla Chivers

It is well established that there are several benefits of taking a placement year, for example, higher academic attainment, the acquisition of transferable skills and enhanced…

Abstract

Purpose

It is well established that there are several benefits of taking a placement year, for example, higher academic attainment, the acquisition of transferable skills and enhanced employability. It is therefore important to understand why students choose to take or not to take a placement. The paper aims to discuss this issue.

Design/methodology/approach

In the current study, 159 first year students studying psychology were asked about their perceptions of the advantages and disadvantages of taking a psychology professional placement year. Their responses were analysed using thematic analysis, and the number of participants who provided information relating to each main theme was also tabulated.

Findings

Students perceived the main benefits of placements as relating to career certainty, future prospects, experience, knowledge and skills. In contrast, they perceived the main disadvantages as practical disadvantages, social/emotional disadvantages, difficulty, and there being no guaranteed benefit of a placement.

Practical implications

The results are discussed in terms of their potential to inform practices for developing and enhancing psychology placements within higher education. For example, providing further empirical evidence of the benefits of placements may help staff in higher education to further promote placement years.

Originality/value

The study contributes to the knowledge of perceived advantages and disadvantages of taking a placement in psychology. Placements in psychology are likely to be very beneficial for employability, but are often only available on a voluntary basis.

Details

Higher Education, Skills and Work-Based Learning, vol. 9 no. 3
Type: Research Article
ISSN: 2042-3896

Keywords

Article
Publication date: 29 July 2014

Daniel Nordigården, Jakob Rehme, Staffan Brege, Daniel Chicksand and Helen Walker

The purpose of this paper is to investigate an underexplored aspect of outsourcing involving a mixed strategy in which parallel production is continued in-house at the same time…

5537

Abstract

Purpose

The purpose of this paper is to investigate an underexplored aspect of outsourcing involving a mixed strategy in which parallel production is continued in-house at the same time as outsourcing occurs.

Design/methodology/approach

The study applied a multiple case study approach and drew on qualitative data collected through in-depth interviews with wood product manufacturing companies.

Findings

The paper posits that there should be a variety of mixed strategies between the two governance forms of “make” or “buy.” In order to address how companies should consider the extent to which they outsource, the analysis was structured around two ends of a continuum: in-house dominance or outsourcing dominance. With an in-house-dominant strategy, outsourcing complements an organization's own production to optimize capacity utilization and outsource less cost-efficient production, or is used as a tool to learn how to outsource. With an outsourcing-dominant strategy, in-house production helps maintain complementary competencies and avoids lock-in risk.

Research limitations/implications

This paper takes initial steps toward an exploration of different mixed strategies. Additional research is required to understand the costs of different mixed strategies compared with insourcing and outsourcing, and to study parallel production from a supplier viewpoint.

Practical implications

This paper suggests that managers should think twice before rushing to a “me too” outsourcing strategy in which in-house capacities are completely closed. It is important to take a dynamic view of outsourcing that maintains a mixed strategy as an option, particularly in situations that involve an underdeveloped supplier market and/or as a way to develop resources over the long term.

Originality/value

The concept of combining both “make” and “buy” is not new. However, little if any research has focussed explicitly on exploring the variety of different types of mixed strategies that exist on the continuum between insourcing and outsourcing.

Details

International Journal of Operations & Production Management, vol. 34 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 September 2005

Christine Harland, Louise Knight, Richard Lamming and Helen Walker

This research aims to assess the risks and benefits of outsourcing for organisations, sectors and nations. The literature on outsourcing contains little evidence of research on…

32965

Abstract

Purpose

This research aims to assess the risks and benefits of outsourcing for organisations, sectors and nations. The literature on outsourcing contains little evidence of research on holistic issues of its impact at systems levels beyond the firm, notably sectors and nations.

Design/methodology/approach

A Delphi study with senior strategists from private and public sectors captured perspectives and specific observations on benefits and risks of outsourcing. Emergent issues on outsourcing policy, strategy and decision‐making processes were synthesised into a framework for analysing factors associated with outsourcing.

Findings

The findings suggest that a more holistic view of outsourcing is needed, linking local, organisational issues with sector and national level actions and outcomes. In this way, aggregate risks and benefits can be assessed at different systems levels.

Research limitations/implications

Future research might address the motivations for outsourcing; currently there is little research evidence to assess whether outsourcing is a mechanism for failing to solve internal problems, and moving responsibility and risk out of the firm. Additionally most outsourcing research to date has concentrated on an activity either being “in” or “out”; there is little research exploring the circumstances in which mixed models might be appropriate.

Practical implications

The framework provides an aid to research and an aide memoire for managers considering outsourcing.

Originality/value

This paper contributes to knowledge on understanding of outsourcing at different systems levels, particularly highlighting the implications of outsourcing for sectors and nations. Previously most research has focused at the level of the firm or dyadic relationship.

Details

International Journal of Operations & Production Management, vol. 25 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 8 November 2018

Lena Elisabeth Kemper, Anna Katharina Bader and Fabian Jintae Froese

Gender diversity and equality vary tremendously among countries. This is a particular challenge for foreign subsidiaries, when the level of gender diversity and equality differs…

3192

Abstract

Purpose

Gender diversity and equality vary tremendously among countries. This is a particular challenge for foreign subsidiaries, when the level of gender diversity and equality differs between the home and host country. Various indicators such as a low-gender pay gap or a high ratio of females in managerial positions suggest that Scandinavia is ahead in terms of gender diversity and equality, whereas those indicators suggest that the level in Japan is currently lower. The purpose of this paper is to investigate how executives leading Scandinavian subsidiaries operating in Japan perceive this situation, and whether and what kind of actions they take to initiate change.

Design/methodology/approach

This study is based on a qualitative analysis of 20 in-depth interviews with executives of Scandinavian subsidiaries in Japan.

Findings

Findings reveal that executives of Scandinavian subsidiaries respond to the major differences in gender equality between Scandinavia and Japan with three strategies of change: resistance and rigid change, compromise and moderate change, and adaptation and maintaining status quo. Moreover, the findings indicate that the strategy of change varies depending on individual differences of the executives, e.g., nationality, and organizational differences, e.g., subsidiary size.

Research limitations/implications

Due to the small sample size, the generalizability of the findings is limited. Given the paucity of research on this topic, this approach provides first insights for building a basis for future studies.

Originality/value

This study contributes to the scarce literature on gender diversity and equality in multinational enterprises by identifying strategies of how gender equality can be fostered in a non-Western context from a top executive perspective.

Details

Personnel Review, vol. 48 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

21 – 26 of 26