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This paper addresses revolutionary changes in the education, fertility and market work of U.S. families formed in the 1870s–1920s: Fertility fell from 5.3 to 2.6; the graduation rate of their children increased from 7% to 50%; and the fraction of adulthood wives devoted to market-oriented work increased from 7% to 23% (by one measure).

These trends are addressed within a unified framework to examine the ability of several proposed mechanisms to quantitatively replicate these changes. Based on careful calibration, the choices of successive generations of representative husband-and-wife households over the quantity and quality of their children, household production, and the extent of mother’s involvement in market-oriented production are simulated.

Rising wages, declining mortality, a declining gender wage gap, and increased efficiency and public provision of schooling cannot, individually or in combination, reduce fertility or increase stocks of human capital to levels seen in the data. The best fit of the model to the data also involves: (1) a decreased tendency among parents to view potential earnings of children as the property of parents and (2) rising consumption shares per dependent child.

Greater attention should be given the determinants of parental control of the work and earnings of children for this period.

One contribution is the gathering of information and strategies necessary to establish an initial baseline, and the time paths for parameters and targets for this period beset with data limitations. A second contribution is identifying the contributions of various mechanisms toward reaching those calibration targets.

To thrive, any individual, organization, or society needs to separate true from false expertise. This chapter provides a selective review of research examining self and social judgments of human capital – that is, expertise, knowledge, and skill. In particular, it focuses on the problem of the “flawed evaluator”: most people judging expertise often have flawed expertise themselves, and thus their assessments of self and others are imperfect in profound and systematic ways.

The review focuses mostly on empirical work specifically building on the “Dunning–Kruger effect” in self-perceptions of expertise (Kruger & Dunning, 1999). This selective review, thus, focuses on patterns of error in such judgments.

Because judges of expertise have flawed expertise themselves, they fail to recognize incompetence in themselves. Because of their flaws, most people also fail to recognize genius in other people and superior ideas.

The review suggests that organizations have trouble recognizing those exhibiting the highest levels of expertise in their midst. People in organizations also fail to identify the best advice and correct flawed ideas. Organizations may also rely on the “wisdom of crowds” strategy in situations in which that strategy actually misleads because too few people identify the best idea available.

Intellectual capital is the set of all intangible assets, that is, invisible, non-monetary assets held by a library, which can be identified as separate assets. Intellectual capital has become the buzzword of a knowledge-based economy and is the ultimate source of competitive advantage. In this work, we review the literature to analyse the effect of intellectual capital utilisation in the overall library management, to identify and classify intellectual capital and to provide some guidelines for researchers and practitioners. A literature review for the intellectual capital in libraries is conducted, and a qualitative analysis is undertaken, which interrelates library management to intellectual capital is taking place. The review leads to identification and classification of intellectual capital as well as to a number of quite innovative and interesting issues for the interrelation of intellectual capital to the management of libraries. The issues studied include intellectual capital economic valuation methods, the effect of the locality (spatial factor) to intellectual capital utilisation and the analysis of co-opetition (cooperation and competition) for intellectual capital utilisation. This is one of only a few studies about the management of intellectual capital in libraries and information services (LIS)—an innovative and challenging area of research in library management.

Integrating interdisciplinary studies with Human Capital Management Accounting (HCMA) refers to the dynamics of organized interdisciplinary action that are transversal or cross-cutting. This approach requires the mastery of a certain number of technical skills and disciplines, as well as the capacity to use them in a process to solve problems of financial performance. This is accomplished through the specific interaction tasks that are performed by each management function and operational unit, which act in real time with others, in the same direction as an organizational team, using a selected risk appetite threshold base.

Putting business fields side by side, (i.e., business disciplines silos, as is normally the case in MBA programs), is not enough to create the transversal interaction dynamic needed for firms to achieve expected financial performance goals. As a result, few graduates today have the cross-cutting or vertical skills required to act, in real time, from their workstation in accordance with the pyramid shape of the organization chart in order to create value.

This chapter presents the results of the interface established by a faculty member in the Accounting Department of the University of San Francisco with a “seasoned leader in the FinTech industry.” It proposes a single portal for employers and HRMs to which the continuing education services of professional training associations, executive education departments of colleges, and MBA schools and universities, can connect to issue the HCMA certificate supplementing their training offerings focused on “Leadership Development”.

This chapter describes and explores the relationship between formal and semi-formal systems of programme and project management and broader strategic programmes and leadership approaches in the academic and research library context.

The leadership perspective of this chapter allows assessment of the contribution of programme and project management techniques to the strategic development of the library. A case study approach is taken, and the methods used for programme and project management arise mainly from the UK’s Office of Government Commerce.

The chapter provides insight into how a variety of practical project management techniques can be bound together within strategic programmes, together with appropriate governance structures for monitoring and judging successful outcomes.

The chapter describes the application of programme and project methods in two research libraries, but the techniques used have been used widely in many organizational settings and so should be transferable to other research library contexts.

The cases in the chapter reveal the social world of the academic and research library, illuminating the real-life experience of project work within the library and its broader institutional context.

The chapter presents an original typology for differentiating projects in the research library. The chapter is unique both in describing 30 years of continuous application and development of programme and project methodologies and frameworks, and also in its leadership perspective.