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With the rise of alternate discovery services, such as Google Scholar, in conjunction with the increase in open access content, researchers have the option to bypass academic libraries when they search for and retrieve scholarly information. This state of affairs implies that academic libraries exist in competition with these alternate services and with the patrons who use them, and as a result, may be disintermediated from the scholarly information seeking and retrieval process. Drawing from decision and game theory, bounded rationality, information seeking theory, citation theory, and social computing theory, this study investigates how academic librarians are responding as competitors to changing scholarly information seeking and collecting practices. Bibliographic data was collected in 2010 from a systematic random sample of references on CiteULike.org and analyzed with three years of bibliometric data collected from Google Scholar. Findings suggest that although scholars may choose to bypass libraries when they seek scholarly information, academic libraries continue to provide a majority of scholarly documentation needs through open access and institutional repositories. Overall, the results indicate that academic librarians are playing the scholarly communication game competitively.

Purpose: During turbulent social and economic times, perceptions of job insecurity can be expected to increase. In this chapter, we outline a theoretical model that links perceptions of job insecurity to lower affective commitment and high work-related stress, resulting in employees' engaging in poor decision-making behavior. We argue further that employees who possess individual skills of being aware of emotions and managing emotions are less susceptible to such behavior. Study Design/Methodology/Approach: We tested our model in two studies. The first study was conducted using an online sample of 217 respondents. The second study used a split administration design conducted in a single organization and used a sample of 579 employees. Findings: Our data revealed that job insecurity is linked to negative decision-making behaviors and that better emotional awareness and management skills may reduce negative decision-making behaviors. Originality/Value: Our findings support the notion of threat rigidity theory where we found that job insecurity affects how individuals make decisions. Our analysis suggests that the individual's level of emotional skills can act as a form of behavioral control that can ameliorate the effects of job insecurity on decision-making behavior. Research Limitations: Both studies had a female gender bias in our sampling frames. There is a possibility of common method variance affecting the results of Study 1, and both studies involved the use of a self-report measure of emotional skills.

This chapter reviews 30 years of Advances in Group Processes. Its primary purpose is to study the part the series has played in the advances in the study of group processes that have taken place between 1984 and 2014.

This chapter places the 30 years of Advances in Group Processes in the context of the changes that took place between small groups research in the 1950s and group processes research in the 1980s and beyond.

Analyzing the policies of Advances in Group Processes and its contents, this chapter reflects on its role in the advances in group processes that have taken place since the 1980s. Between 1950 and 1980, small group research reinvented, reconceptualized, and reinvigorated itself as group process research. Between the two periods, small group research, its applied research, and its research programs became increasingly theory-driven and its concept of the group and its levels increasingly analytic. As a consequence of these changes, the concept of the field itself became increasingly analytic. The changes between the two periods in its theory, research, application, programs, and in its concept of the group and the way the field was conceptualized led to marked advances in group process research in the 90s and beyond – to more theory, more impact of it on application, and more, and more cumulative, growth of it. Advances in Group Processes was at once a reflection of the changes that took place between the two periods and a driving force in the advances in group processes research that have taken place ever since.

Advances in Group Processes is a fundamental resource for the development of theory and research on small groups and group processes. This chapter provides an overview of its contributions and places them in the context of the development of the field as a whole.

This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a recruitment tool and investigates the influence of their perceived usability and attractiveness on job seekers’ attraction and their intention to apply.

First, a laboratory experiment involving 171 MBA students compares the effectiveness of three different social recruitment strategies. Second, a survey among 110 job seekers focuses on the most effective strategy in terms of attraction as an employer and the influence of perceived usability and attractiveness of professional SNW pages on job seekers’ intention to pursue the job.

The laboratory experiment confirms the key role of LinkedIn as an e-recruitment practice. The survey shows that the overall company image, the usability of the LinkedIn page and the interaction between the attractiveness of the page and the overall company image positively influence job seekers’ intention to pursue the job.

The research offers insights on job seekers’ reactions to 2.0 Internet-based recruitment. Companies should focus on and invest in professional social medias, paying attention to the usability of their SNWs pages.

Recruitment is a strategic HRM practice to attract talents; however, research lags behind practice and little is known about job seekers’ perceptions and reactions to Internet recruitment. This chapter sheds light on the use of social media for recruitment and identifies two features that contribute to an effective e-recruitment strategy.

Using the philosophical lenses of revisionist ontology and the politics of personhood, this paper explores the notion of Black Founders of the United States. I introduce the concept critical intellectual agency to argue that Black Founders brought unique contributions to the American experience. Their efforts were twofold. First, Black Founders established separate Black institutions that would become staples in Black communities after emancipation. Second, Black Founders challenged the supposed egalitarian beliefs of White Founders through media outlets. To illustrate, I focus on one Black Founder, Benjamin Banneker and his letter to Thomas Jefferson to illustrate how Black Founders philosophically responded and challenged White Founders prejudicial beliefs about Blackness. This paper seeks to challenge social studies teachers’ curricular and pedagogical approaches to Black Americans during the colonial period by providing a heuristics and language to explore the voices of Black Americans in U.S. history.

As a sector, higher education is at the low end of innovation rankings. The challenges we face – demographic, technological, political, and pedagogical – will require sustained innovation at a strategic level. Recent research with mature companies has identified exemplars in strategic innovation (e.g., O’Connor, Corbett, & Peters, 2018). This work explores whether – and how – higher education institutions might adapt insights from the corporate sector for strategic innovation in teaching and learning.

The introductory section provides an overview of the nature of strategic innovation (and why it is hard to sustain), strategic issues facing higher education, and the status and challenges of sustaining strategic innovation for teaching. The next two sections describe insights from research with corporate exemplars of sustaining strategic innovation. Each section uses a scenario from higher education as a proof-of-concept test to explore the application of the corporate sector insights for strategic innovation in higher education teaching and learning.

The final section of the chapter discusses the planned next steps to prototype and test adaptation of these corporate sector insights with institutional innovation leaders in higher education, as well as additional potential sources of insights (from other research in the corporate sector and from strategic innovation in the public sector).

ALL the auguries for the Bournemouth Conference appear to be good. Our local secretary, Mr. Charles Riddle, seems to have spared neither energy nor ability to render our second visit to the town, whose libraries he initiated and has controlled for thirty‐seven years, useful and enjoyable. There will not be quite so many social events as usual, but that is appropriate in the national circumstances. There will be enough of all sorts of meetings to supply what the President of the A.L.A. describes as “the calling which collects and organizes books and other printed matter for the use and benefit of mankind and which brings together the reader and the printed word in a vital relationship.” We hope the discussions will be thorough, but without those long auto‐biographical speeches which are meant for home newspapers, that readers will make time for seeing the exhibitions, and that Bournemouth will be a source of health and pleasure to all our readers who can be there.