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An overview of the current use of handwritten text recognition (HTR) on archival manuscript material, as provided by the EU H2020 funded Transkribus platform. It explains HTR, demonstrates Transkribus, gives examples of use cases, highlights the affect HTR may have on scholarship, and evidences this turning point of the advanced use of digitised heritage content. The paper aims to discuss these issues.

This paper adopts a case study approach, using the development and delivery of the one openly available HTR platform for manuscript material.

Transkribus has demonstrated that HTR is now a useable technology that can be employed in conjunction with mass digitisation to generate accurate transcripts of archival material. Use cases are demonstrated, and a cooperative model is suggested as a way to ensure sustainability and scaling of the platform. However, funding and resourcing issues are identified.

The paper presents results from projects: further user studies could be undertaken involving interviews, surveys, etc.

Only HTR provided via Transkribus is covered: however, this is the only publicly available platform for HTR on individual collections of historical documents at time of writing and it represents the current state-of-the-art in this field.

The increased access to information contained within historical texts has the potential to be transformational for both institutions and individuals.

This is the first published overview of how HTR is used by a wide archival studies community, reporting and showcasing current application of handwriting technology in the cultural heritage sector.

WITH record attendances during the first days of the Motor Show this year, Exhibitors are asking if it would not be possible to have certain times, or days, reserved for trade buyers. The promoters are obviously concerned with any possible loss of gate money, but it is very true that at times, when stands are crowded with mere sight‐seers it is very difficult for genuine potential buyers and trade personnel to see what they want in the short time that may be at their disposal. These record attendances may not be repeated always; this year is the first time for a long time that anyone can order any car with a reasonable delivery date, and most cars with only a few weeks wait.

Integration is a key theme of what is being called the New Economy. It reflects itself not just in industries, but in new global alliances of organizations which were once competitors. This trend is reflected in universities as well as in business. Today alliances between the university and business are crucial to the survival of the university as one of humanity’s oldest institutions serving nation states. Technology and alliances are changing the very nature of the university experience, its content, and its delivery. The “Business” model is changing old adversaries into newly allied partners. Distinguishing best practices, the TQM benchmark, as operations rather than strategy is essential in the university domain, as well as in business. Operational effectiveness vs strategic positioning is a key agenda difference. Schools of business in the university world mirror this issue for the university as a whole. The new clicks and bricks alliances of a cradle‐to‐grave learning world turn attention to education as product rather than process. As the core business concept of monetizing information rules concepts of education, the very core issue of quality education is challenged.

Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature.

Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework.

The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance.

This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented.

The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted.

Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.

Brian Rattican and Ron Jeffries — both with extensive experience in merchanting — recently joined Sanderson Merchanting as regional sales managers.

This issue is a selected bibliography covering the subject of leadership.

Ruth V. Aguilera is an associate professor and a Fellow at the Center for Professional Responsibility for Business and Society at the College of Business at the University of Illinois at Urbana-Champaign. She also holds courtesy appointments at the School of Labor and Employment Relations, the College of Law and the Department of Sociology at Illinois. She received MA and PhD degrees in Sociology from Harvard University. Her research interests fall at the intersection of economic sociology and international business, specifically in the fields of comparative corporate governance, foreign location choices and corporate social responsibility. She has published in the leading journals in International Business and Management. Dr. Aguilera currently serves as a member of an associate editor of Corporate Governance: International Review and is a member of the Editorial Boards of the following peer reviewed top tier journals: Academy of Management Perspectives, Global Strategy Journal, Journal of International Business Studies, Journal of Management Studies, Management International Review, Organization Studies and Strategic Management Journal. She also serves in the board of IMDEA Social Sciences (Madrid) and CSR IMPACT Project (Brussels).

Theories of knowledge are critical to practical reasoning. Nevertheless, most students of management pay little or no attention to the disciplines that deal most directly with questions about knowledge, its origins, and its nature: epistemology primarily, but the philosophy of science and other related disciplines as well. Even where underlying philosophical assumptions influence their thinking and writing, students of practical reasoning often fail to acknowledge these influences. That is a great pity. By looking to epistemology, a richer and more coherent development of practical reasoning and its contribution to administrative inquiry as a field of intellectual endeavor may be possible. Moreover, the relationship between our understanding of knowledge and our understanding of practical reasoning is potentially reciprocal. A fuller exploration of this relationship may help us better understand social epistemology as well as promote conceptual development in the fields of practical reasoning and administrative inquiry.