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The goal of a behavior analysis approach to travel studies is to understand the psychological forces that motivate an individual traveler, that influence the various travel‐related decisions the individual makes, and that impact the level of satisfaction with a destination region (Chon, 1989). A number of tourism and recreation researchers have investigated the reasons why people travel; studied the traveler's travel purchase behavior; and emphasized the image of a tourist destination and the tourist's perception of an attitude toward a tourist destination.

A recently published survey found that slightly over 14 million persons age 16 or over hunted in the United States in 1991 and spent over $12 billion on hunting. By comparison, the same survey determined there are over 35 million anglers. Another source estimates that nearly 18 million participants age seven and older hunted with firearms in 1992. That ranks hunting well below the participatory sports of swimming, bicycling, and bowling in popularity, but ahead of football, skiing, tennis, and target shooting. Estimates vary, and while these numbers are substantial, they indicate that hunters comprise well under ten percent of the total U.S. population. Hunters have come under increasing fire from animal rightists and others who claim the sport is cruel and unnecessary. Hundreds of articles and a number of books have been written in recent years on both sides of the issue, or, more accurately, all sides. Many writers as well as the population at large see hunting as not entirely “good” or “bad” but some of each, depending upon the context.

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.

John Antonakis: To SFA, AFA, AFA, BFA, MFA, RFA and the unnamed bunnies.

For generations, Britain has had a household delivery of fresh milk; from the days before the Great War when it was delivered by a horse‐drawn milk float, with the roundsman often bringing the housewife to the door with his cries of “Milk‐O!”. The float had a churn and milk was delivered in a small can, served out by a dipper. This was the start of the distributive trade, organised between the Wars, from which the present industry has emerged. The trade gave universal acceptance to the glass bottle, returnable for household delivery, only the method of sealing has changed. There have been many demands for its abandonment in favour of the carton, of which recent years has seen a rise in its use in the increasing sales of milk by supermarkets and stores. Despite the problems with returnable vessels, the glass bottle has a number of advantages. The milk, including the cream line, is clearly visible, and short measure is most unlikely, which is a growing problem with carton‐filled milk. The number of prosecutions for short measure with cartons must be causing concern to trading standards departments. There is nothing to indicate the offence until the carton is opened.

Organisation theory has been caught on an individual‐collective dichotomy for years. Systems theorists have argued that the whole or, even, the role system of an organisation cannot be explained by studying the individual parts. From this perspective the whole is greater than the sum of the parts. Contrary to this perspective have been the theorists who argue that the individual is the important factor of organisations and that any attempt to develop a system out of a collective of different individuals is deceptive, particularly when theorists attribute needs, goals, and actions to the whole rather than to the individuals within the organisation.

A sample of 234 U.S. travelers was surveyed at various U.S. airports. A survey instrument was used to measure their perceptions of Mississippi as a vacation destination, their intentions to visit and to reveal their socio-demographic characteristics including their place of residence. The factor analysis of 14 tourist-oriented attributes related to participants' perceptions of Mississippi as a tourist destination revealed three factors: “Cultural and Natural Experience,” “Scenery and Environment,” and “Entertainment.” The environmental factor revealed a significant difference between groups; participants residing in the Western region were not strongly attracted by Mississippi's environmental factor. On the contrary, participants residing in the Southern region perceived strongly Mississippi's entertainment components, especially casinos. In term of intentions to visit, 73% of participants from the Southern region indicated that they would somewhat unlikely or very unlikely visit Mississippi compared to 71% of participants from the Western region who indicated a desire to visit the mentioned destination. This study offers substantial theoretical and practical implications about geographical and cultural distances and their effects on a destination's tourist image.

A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there has been an upsurge in leadership-at-a-distance work. We see a major review by Antonakis and Atwater (2002), following an earlier one by Napier and Ferris (1993), along with work by authors such as Shamir (1995) and Waldman and Yammarino (1999).

There has been a long and wide‐ranging literature on the problems of the individual's adjustment to the demands of work organisations. In the 1950s, Argyris and Merton argued that the needs of mature individuals and the properties of modern bureaucracies were incongruent. In a later work, Argyris argued that the larger the organisation, the greater the incongruence and the greater the suppression of individuality. Maslow argued that suppression was inevitable if two variables interacted: increasing size and uncertain environments. Methods of suppression also attracted attention in the 60s; Ziller noted the techniques included formality, mobility, conformity, dominant leaders and a paucity of information sharing.

“Crisis”, “suicide” and “burnout” – the disorders of the 1980s – but are they new or are they the same things with new labels? If there is an epidemic of such psychological disorders what can be done by the personnel function?