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Seeks to investigate decisions by small unions to engage in “transfers of engagement” whereby they are in effect “absorbed” by a larger union.

Uses case study evidence from two small unions in the UK carpet industry. The study is based on interviews with officials who were involved in the merger decisions, and on supporting documentary evidence.

The findings show that small unions have significant bargaining strength in merger negotiations and that they use this power to determine when merger is right for them, with whom they merge, and the terms of their transfer.

The case studies rely heavily on evidence from union officials and officers – the authors acknowledge that the attitudes and influence of the wider union membership were beyond the scope of the research. They also propose that it would be valuable to carry out a longitudinal study of the impact of mergers over time.

Suggests that the actions and motivations of small unions, and barriers to their merger, need to feature more centrally in explanations of mergers in the UK.

The paper shows how structural influences interact with individual and group decisions in merger situations. Also provides a useful survey of the literature on aspects of union mergers.

There can be little doubt that the risk and fluctuation of demand taken on by employers has been increasingly passed onto employees. We are witnessing a fragmented contract of rules largely determined by employers, for employers. Here the conventional form of employment relations is non-unionism and the management of employees through Human Resource Management (HRM). This chapter critically reviews the underlying assumptions underpinning the rise of HRM, not least its unitarist undercurrent, narrow emphasis on performance and limited incorporation of multiple stakeholders. The chapter then uses Amazon as an exemplary case to illuminate these dynamics in practice and to offer a critical review of what constitutes a meaningful and successful organisation in this new era of work. The chapter concludes by detailing prospects for redress and institutional experimentation, including via technological platforms.

“Bob” Malthus, the Revd T. Robert Malthus (1766–1834), had only one son, Henry (“Hal”) who like his father became a clergyman and married, but died childless in 1882. Malthus's older brother “Syd,” Sydenham II (1754–1821), inherited the family property in Albury, Surrey on the death of their father Daniel in 1800, and transmitted it to three more generations of descendents: Sydenham III (1806–1868), Sydenham IV (1831–1916), and the last Robert (1881–1972) who married but died childless.

The various quality improvement (QI) frameworks and maturity models described in the health services literature consider some aspects of QI while excluding others. This paper aims to present a concerted attempt to create a quality improvement maturity model (QIMM) derived from holistic principles underlying the successful implementation of system-wide QI programmes.

A hybrid methodology involving a systematic review (Phase 1) of over 270 empirical research articles and books developed the basis for the proposed QIMM. It was followed by expert interviews to refine the core constructs and ground the proposed QIMM in contemporary QI practice (Phase 2). The experts included academics in two academic conferences and 59 QI managers from the New Zealand health-care system. In-depth interviews were conducted with QI managers to ascertain their views on the QIMM and its applicability in their respective health organisations (HOs).

The QIMM consists of four dimensions of organisational maturity, namely, strategic, process, supply chain and philosophical maturity. These dimensions progress through six stages, namely, identification, ad-hoc, formal, process-driven, optimised enterprise and finally a way of life. The application of the QIMM by the QI managers revealed that the scope of QI and the breadth of the principles adopted by the QI managers and their HOs in New Zealand is limited.

The importance of QI in health systems cannot be overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality.

This paper contributes new knowledge by presenting a maturity model with an integrated set of quality principles for HOs and their extended supply networks.

The purpose of this paper is to propose and test a model in which the perceived post-purchase monetary costs and time costs of switching from a pioneer product are a function of the perceived difficulty of comparing follower products with the pioneer product, the variety of ways in which the pioneer product is used by an adopter, pioneer adopter satisfaction with the pioneer, the familiarity of the pioneer adopter with follower products and the anticipated reactions to switching of other household members who use the pioneer product.

The authors test this model with data collected from 518 Japanese iPad owners. Hypotheses are evaluated using structural equation modeling.

The authors find that each of the hypothesized independent variables is related in the hypothesized direction with one or both types of switching costs.

Findings indicate that the variety of pioneer product use, the perceived negative reaction of other household users of the pioneer product and comparison difficulties between the pioneer and follower product have an important influence on the perceptions of the perceived costs of switching from a pioneer to a follower product.

Findings suggest that managers responsible for launching follower products can lower the perceived costs of switching from a pioneer product through specific product design and communication decisions.

In contrast with prior switching-cost research, this paper focuses on switching costs as perceived by pioneer adopters and examining the importance of pioneer-follower product comparison difficulties, the variety of pioneer product use and the negative reactions of other household users of the pioneer product.

This paper documents the case of La Verde, a producer cooperative in Andalusia, Southern Spain, whose members grow and sell organic fruit and vegetables. Fieldwork data reveal a range of assessments and practices with respect to just price. Historical experiences of working as day laborers, with little access to cash or other resources informs the members’ radical political views on money, prices, and markets. These ideas modulate exchanges at the local level, and in their political networks. However, working their own land and selling a prized product allows them to generate good market returns from private shopkeepers in cities. The paper proposes that for a price to be considered just, criteria for commensuration, or equivalence between a price and the perceived value of an object must adhere, but adjudications about this vary according to the relationship between exchangers. Rather than an objective just price, the paper considers assessments and judgments about the relation between prices and justice to be contextually defined, contested, and negotiated.

WITH this issue we are commencing the twenty‐seventh year of our career as an independent Library Journal and trust that we shall carry on the tradition of our illustrious founder and continue to criticise or praise without fear or favour. During the past twelve months our editorial staff has successfully produced special numbers dealing with Bookbinding, Book Selection, Children's Departments, Classification, and Colonial Libraries. Judging by the correspondence we have received, our efforts have been greatly appreciated by the majority of our readers. Naturally we have not pleased everybody and we have even been dubbed the “little contemporary” in some quarters. However, we can point to an unbroken record of twenty‐six years' endeavour to serve the library profession and we ourselves are justly proud of the contemptible “little contemporary” that did not cease to appear even during the darkest hours of the dread war period.

Lilly ICOS is preparing to launch Cialis, a prescription drug that treats erectile dysfunction, and executives must decide how to position Cialis against market leader Viagra and recent entrant Levitra.