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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Probably more has been written and less known about leadership than any other topic in the behavioral sciences.

Sex discrimination in organisations operates at two distinct levels. On one hand, women experience difficulty entering certain occupations/organisations. This type of discrimination has been labelled access sex discrimination. This form of discrimination relies heavily on stereotyping. One form of stereotyping—sex characteristic stereotypes—refers to widely held beliefs that men and women are different in terms of their personalities and capabilities. The existence of these differences is used to justify the position that women are not capable of successful performance in certain occupations. A second form of stereotyping—sex role stereotypes—refers to widely held beliefs concerning the appropriateness of behaviour. This form of stereotyping implies that while women could enter certain occupations as they have the capabilities, they should not.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This study seeks to explore the roles of organizational support and environmental manager commitment on organizational environmental management practices.

A survey of environmental managers was conducted to examine the role of organizational support and individual environmental commitment on key informant perceptions of environmental organizational practices including participation in extra‐organizational voluntary environmental programs, adoption of a company‐specific environmental management system (EMS), and involvement in ISO 14000 certification.

Study findings demonstrate that high perceptions of organizational support for the environment affect the likelihood of an organization's implementation of environmental practices. Similarly, study findings indicate that higher levels of environmental commitment of the individual responsible for environmental management practices affects the likelihood of an organization's implementation of environmental practices. Lastly, the statistical results provide evidence that high organizational support and high personal commitment by an environmental champion interact to enhance the implementation of environmental practices.

This study represents the first development and empirical testing of a model of how organizational support for environmental practices and environmental managers' commitment to such endeavors affect the adoption of environmental practices by organizations. Additionally, the research illustrates how theoretical perspectives from the organizational behavior literature can be fruitfully adopted to explain behavior in the field of supply chain management.

We investigate outcomes associated with the turnover of unskilled workers, isolating its effects on revenue, cost, and profit. Little attention from researchers has been given to unskilled workers, a significant portion of the workforce.

This study investigates the relation between turnover among unskilled workers and financial performance using data from 527 hotels owned by the same lodging chain. The workers in our sample are full-time housekeepers and front desk attendants.

We find that the relation between turnover and performance differs by turnover type (voluntary vs. involuntary) and category of unskilled worker, reiterating the need to differentiate between turnover type and the importance of context in studying turnover. We challenge the assumption that voluntary turnover is categorically harmful and our results for front desk attendants support the view that organizations choose turnover levels that maximize performance. We also provide new evidence on the effects of involuntary turnover. Contrary to the established notion that dismissing less able employees should improve performance, we find that involuntary turnover has negative consequences.

Our results demonstrate the importance of distinguishing voluntary turnover from involuntary turnover and the need to include both in models predicting turnover’s performance effects.

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

The colleges and institutes of higher education (CIHE) constitute the least well‐known, the least well‐resourced, and the most varied and complex sector of higher education provision in the United Kingdom. Indeed, the variety and complexity of the institutions involved, both in their present character and in their origins and traditions, are such that it is tempting to view their existence as a “sector” as nothing more than an historical accident. Certainly the manner of the emergence of the colleges from the reorganisation of higher education (and teacher training in particular) during the 1970s contrasts strongly with the purposeful creation of the polytechnics in the years following the publication of A plan for polytechnics and other colleges in 1966. Although the creation of what has become in effect a third higher education sector was in one sense a consequence of the James Report, which proposed diversification in the colleges of education into non teacher training courses, James did not foresee the widespread closures and mergers which were to come. Coming in 1972 after a period of very rapid growth in teacher training, James envisaged the colleges continuing to develop as a separate group, and largely ignored the consequences of demographic change. The birthrate, however, was falling from 1964 onwards, and the implications for the colleges whose main commitment was to the training of teachers were enormous. In the end, it was this decline in the demand for teachers as much as the policy recommendations of the James Report which led to the establishment of the CIHE.