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Cross‐utilization of the labour force is widely recognized as a method for improving productivity in service organizations. This paper investigates the effect of cross‐utilization on workforce staff size, at the aggregate level, for a two‐skilled labour force. Workers are assumed to have 100 per cent productivity in their primary skill, and cross‐training policies ranging from zero to 100 per cent productivity in the secondary skill were investigated across a variety of labour demand conditions. The results suggest that small degrees of cross‐utilization can provide significant workforce savings and that there tend to be diminishing returns beyond 50 per cent productivity in the secondary skill.

There is not enough space in this introduction to present a definitive analysis of the word serial, or even of the qualification of the term for this column, reference serial, and I would refer all such questions to the monographs treating the subject of serial bibliography. The purpose of this column simply is to review abstracting services, indexes, digests, serial bibliographies, loose‐leaf updating services, yearbooks, reviewing services, and annual guides and directories which are issued on a continuing basis for reference uses. Serials to be generally excluded from review in “Reference Serials” include monographic series, encyclopedic sets, proceedings, magazines and government publications, all of which are either treated elsewhere in RSR or other journals of the profession. There is no clear‐cut division that will define the coverage of this column since some series like annual reviews, which collect papers on a specific topic, deserve to be treated as reference serials, and some magazines are so highly specialized that they are in essence abstracts and indexes.

This chapter reports on the “CEO’s-eye-view” of the 1990 financial crisis at Citibank using unique data from CEO John Reed’s private archives. This qualitative analysis sheds light on questions that have perennially plagued executives and intrigued scholars: How do organizations change routines in order to overcome inertia in the face of radical change in the environment? And, specifically, what is the role of the CEO in this process? Inertial behavior in such circumstances has been attributed to ingrained routines that are based on cognitive and motivational truces. Routines are performed because organizational participants find them to cohere to a particular cognitive frame about what should be done (the cognitive dimension) and to resolve conflicts about what gets rewarded or sanctioned (the motivational dimension). The notion of a “truce” explains how routines are “routinely” activated. Routines are inertial because the dissolution of the truce would be inconsistent with frames held by organizational participants and fraught with the risk of unleashing unmanageable conflict among interests in the organization. Thus, the challenge for the CEO in making intended change is both to break the existing truce and to remake a new one. In this study, I uncover how the existing organizational truce led to the crisis at Citibank, why Reed’s initial attempts to respond failed, and how he ultimately found ways to break out of the old truce and establish new routines that helped the bank survive. These findings offer insight into the cognitive and motivational microfoundations of macro theories about organizational response to radical change.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

My focus in this paper is on the meaning that rock music has for fans of Lou Reed. I use the comments following his death as my primary data. These data were posted on the New York Times website in the comments section following the report “Outsider Whose Dark, Lyrical Vision Helped Shape Rock ‘n’ Roll.” From these data I develop what I call “the marginal self” in reference to how rock music helps self-identified marginalized persons to deal with their social exclusion and alienation. Drawing on Kotarba’s (2012) analytic categories of the self, I will show how these data give insight into a wide range of existential meanings related to the music of Lou Reed. For many who wrote these comments their reading of Lou Reed has been an essential transformative part of their life in similar ways to baby boomers as outlined in Kotarba’s (2012) Baby Boomers Rock ‘n’ Roll Fans: The Music Never Ends. I first show how Kotarba’s (2012) core concepts of the musical self provide insight into how fans of Lou Reed develop a sense of self through Reed’s music. I then turn to a discussion of the marginalized self as a development of Kotarba’s (2012) categories of “authenticity work” and “becoming of the self.” Suggestions for future research are noted.

On December 17, 2003 the Securities and Exchange Commission (SEC) approved an overhaul of the New York Stock Exchange’s (NYSE’s) system of corporate governance. After questions arose concerning the NYSE’s ability to discharge its self‐regulatory functions following the resignation of former Chairman and CEO Richard Grasso, Interim Chairman John Reed proposed new governance architecture including a newly independent Board of Directors and a separate Board of Executives designed to represent the NYSE’s various constituencies. The new architecture reflects an effort to strike a balance between an independent board of directors and the desire for input from the industry, i.e., self‐regulation. This new structure should not be seen as the SEC’s determination of the future of self‐regulation, but simply as the most recent step in refining and improving the self‐regulatory process at the NYSE and other marketplaces as well.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).