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Why are some libraries more market‐oriented than others? This paper seeks to answer this question by examining the pertinent issues underlying the marketing culture of Finnish research libraries and the library management's awareness of modern marketing theories and practices.

An integrated methodological approach of qualitative as well as quantitative methods was used to gain knowledge on the pertinent issues lying behind the marketing culture of research libraries. The directors and consumers of 33 academic and special libraries participated as respondents in the study.

Three kinds of marketing cultures were found: the strong (the high flyers); the medium (the brisk runners); and the weak (the slow walkers). These marketing cultures are explained by analyzing the libraries' marketing attitudes, knowledge, and behavior permeating their organizations.

The study shows the extent to which marketing attitudes, behavior, and knowledge are related. Moreover, the results indicate serious implications, not only in the Finnish context, but also for libraries in other cultural contexts as well.

The practical implication for libraries is that it pays to be market‐oriented, the ultimate result being higher customer satisfaction.

The contribution of the paper lies in the framework showing linkages between the critical components of the marketing culture of a library: antecedents, market orientation, facilitators and consequences.

Describes how new software is enabling a Netherlands‐based multinational food producer to support the careers and development of its international high‐flyers.

Examines the weaknesses of the old system and the advantages of the new software being used by human‐resource specialists at Friesland Foods.

Reveals that the new software has enables the corporate HR department to hold more accurate personnel data that it can use better to develop the careers of its senior management and meet the business needs. The solution enables HR to identify the talents of the key people and look at developing them in roles that also benefit the business. HR is using the software for management‐development reviews and to carry out competency analysis (strengths and weaknesses) and performance reviews.

Supports knowledge‐management initiatives by describing a system that makes people less likely to carry information in their heads rather than enter it on a central database.

Demonstrates that HR is now much better equipped to provide information that can support planning for business changes in the next five to ten years, should the company enter new markets or grow by acquisition.

The first article sought to establish that there is a role for a “catalyst” type of tutor under the self‐development philosophy. This second article will look at the important steps, at both organisational and individual level, which the tutor must take to get self‐development started. The opening article talked of the need to have the right organisational climate (e.g. establishing that coaching by the boss was the norm, establishing that mistakes are allowable, proving that people matter) and of getting the various types of individual (e.g. the high flyer, the top manager, the switched off) to pick up the ball and run with it. This article will continue those metaphors.

Two recently published reports — “The Making of British Managers” by John Constable and Roger McCormick, and “The Making of Managers” by Charles Handly — are compared, and their differing emphasis on the future role of the MBA is discussed. There are three possible roles for the MBA: an early accelerator for potential high‐fliers, a broadening mechanism for mid‐career managers, or a specialist qualification in particular areas. Both problems and opportunities are suggested by this analysis.

Examines the expectations of those graduates recruited by organizations for their “high‐flyer” programmes. Looks at the socialization process that such graduates are exposed to once recruited and evaluates the adjustment and change processes that graduates experience.

The achievements of high flyers are given much exposure. The publicity surrounding their exploits is not only rewarding for the individual but may give a sense of pride to all engaged in the enterprise in which they work. However, there are dangers in recognizing and lauding the high flyers. It should go without saying that behind every success there is a team which has also contributed to the end result. As is the way with teams, it is often the unsung who provide most of the backbone. There are many workers who doubt if their existence is known (not in name terms, but simply in terms of their contribution to the work of the enterprise) to the upper levels of management. In truth, to these managers, they are often thought of as an expense rather than an asset. That they are on the payroll does not mean those above know who they are, nor necessarily what they do.

Presents the findings of a recent survey on developing future top managers. Coaching and mentoring are used to encourage managers to take ownership of their own career development but results showed only one‐third of companies surveyed carry this out. Reveals that there has been a hardening of attitudes towards high‐flyers.