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Despite being the most common illicit drug in the Western world, treatment for cannabis use is not readily available. Primary health care and even specialist drug treatment services have often under‐recognised, and undertreated, cannabis‐related problems. Australian researcher Jan Copeland is one of the few people to test cannabis treatment models. Here she outlines the most effective models for treating cannabis and how they can be applied to other services.

This paper is an initial attempt to discuss the American institutionalist movement as it changed and developed after 1945. Institutionalism in the inter-war period was a relatively coherent movement held together by a set of general methodological, theoretical, and ideological commitments (Rutherford, 2011). Although institutionalism always had its critics, it came under increased attack in the 1940s, and faced challenges from Keynesian economics, a revived neoclassicism, econometrics, and from new methodological approaches derived from various versions of positivism. The institutionalist response to these criticisms, and particularly the criticism that institutionalism “lacked theory,” is to be found in a variety of attempts to redefine institutionalism in new theoretical or methodological terms. Perhaps the most important of these is to be found in Clarence Ayres’ The Theory of Economic Progress (1944), although there were many others. These developments were accompanied by a significant amount of debate, disagreement, and uncertainty over future directions. Some of this is reflected in the early history of The Association for Evolutionary Economics.

One of the most important aspects of managerial accounting is the accumulation of costs in the manufacturing process. This data is of value to the manager owing to the information it provides him for planning, control, and decision making. The purpose of this paper is to describe the different costing systems, compare them, and show how they affect the accumulation of costs for product costing, as well as decision making.

Resurgent interest in the life and work of the Italian Cambridge economist Piero Sraffa is leading to New Directions in Sraffa Scholarship. This chapter introduces readers to some of these developments. First and perhaps foremost is the fact that as of September 2016 Sraffa’s archival material has been uploaded onto the website of the Wren Library, Trinity College, Cambridge University, as digital colour images; this chapter introduces readers to the history of these events. This history provides sharp relief on the extant debates over the role of the archival material in leading to the final publication of Production of Commodities by Means of Commodities, and readers are provided a brief sketch of these matters. The varied nature of Sraffa scholarship is demonstrated by the different aspects of Sraffa’s intellectual legacy which are developed and discussed in the various entries of our Symposium. The conclusion is reached that we are on the cusp of an exciting phase change of tremendous potential in Sraffa scholarship.

This research highlights the need for sophisticated measurement tools to allow sponsors and sponsees to evaluate sponsorship achievement against specific goals and its performance relative to other promotional tactics. Two high-profile in-stadium sponsorships of a mega-sponsee, the Grey Cup, are evaluated. Some evidence appears to supports and the effectiveness of the sponsorships; other observations raise questions about the accuracy of the evaluation process. The paper provides direction for practice and future research in sponsorship evaluation.

If we cannot explain goodwill and potential goodwill in asset terms, they do not make sense. A partial explanation can be found in human assets or employee artefacts. A balance sheet model including employee artefacts is illustrated, and the consequences on the balance sheet and related financial key ratios are substantial. The inclusion of employee artefacts on the balance sheet (1) seems to make sense, (2) but it is still unclear if the inclusion will make organizations “better.” Even though the development of the balance sheet model is done in accordance with generally accepted accounting principles, it seems to (3) challenge the (elite) social order in organizations.

Vine is produced at least four times a year with the object of providing up‐to‐date news of work being done in the automation of housekeeping processes, principally in the UK. It is produced and substantially written by the Editor who is based at the Polytechnic of Central London and supported by a grant from the British Library Board and opinions expressed in VINE do not necessarily reflect the views and policies of the British Library. The subscription for 1984 to VINE is: £23 for UK subscribers, £26 to overseas subscribers (including airmail delivery). Second and subsequent copies to the same address are charged at £14 for UK and £16 for overseas. VINE is available on either paper or microfiche copy and all back issues are available on microfiche.

There's been a flurry of CEO dismissals in recent times. What can top managers do to predict and prevent the failures that lead to such ousters? Greater emphasis on strategic decision making may be the answer.