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Brixton Prison has had a long and chequered history, and became famous for all the wrong reasons: branded as a racist institution, criticised for its appalling record on health care and eschewed by the private sector. This article sets out how the author, as newly appointed Governor, turned theories of leadership and management in the criminal justice system into practice. Three key components of the institution ‐ prisoners, staff and ‘business’ ‐ are described, and the problems in maintaining an effective balance discussed.

The March issue of the Journal of Chemical Technology contains the following article, with every word of which we cordially agree. It is gratifying to find that there is one—if only one—of our scientific Journals which has the courage and the patriotism to speak out and to do so in vigorous terms. The indictment of the flabby persons belonging to the Chemical Profession who by their ineptitude and inertia are condoning the bestial crimes of the modern Huns is well‐timed and thoroughly deserved.

The purpose of this paper is to investigate the ideals and activities of the nineteenth century Welsh industrialist and reformer Robert Owen (1771‐1858), and how they informed modern human resource development (HRD) concepts and practices and provided evidence of Owen as a HRD pioneer.

Historiography provided a method to understand how historical figures, and the context in which they lived and worked, inform contemporary research and practice.

Contextual factors of economics, politics and societal demands and the influences of Owen's early life, his immersion within the British factory system and the creation of the New Lanark mill village, Owen's great work experiment, revealed a strong impact on his thinking and actions. Thematic findings included: managing people and profit, education and training, pioneering workplace innovations, and the failure of the New Harmony, Indiana community. Themes provided unique historical evidence that education and development of workers, and the creation of humane work and community environments are linked across time and contexts to modern concepts of human resource development and thus supported Owen as a HRD pioneer.

Understanding the ideals and workplace experiments and contextual influences on a historical figure such as Robert Owen illustrate how modern concepts of workforce training and education, diversity, equality and justice and social responsibility originated and the importance of contexts on their development and success.

Contexts of economics, politics and societal demands greatly influence organizations and the creation of humane workplaces that nurture human potential.

The study brings history and historiography as a research method to the forefront of HRD research and practice. The study provides the beginnings of a collective historical memory that can contribute to HRD defining itself and establishing its identity as a discipline.

The purpose of this study is to narratively explore the influence of leader narcissism on leader/follower social exchange. Moreover, while researchers acknowledge that narcissistic personality is a dimensional construct, the preponderance of extant literature approaches the concept of narcissistic leadership categorically by focusing on the reactive or constructive narcissistic extremes. This bimodal emphasis ignores self-deceptive forms of narcissistic leadership, where vision orientation and communication could differ from leaders with more reactive or constructive narcissistic personalities.

The authors argue that they encountered a compelling example of a communal, self-deceiving narcissist during archival research of Robert Owen’s collective experiment at New Harmony, Indiana. To explore Owen’s narcissistic leadership, they utilize an analytically structured history approach to interpret his leadership, as he conveyed his vision of social reform in America.

Approaching data from a ‘history to theory’ perspective and via a communicative lens, the authors use insights from their abductive analysis to advance a cross-paradigm, communication-centered process model of narcissistic leadership that accounts for the full dimensional nature of leader narcissism and the relational aspects of narcissistic leadership.

Scholars maintaining a positivist stance might consider this method a limitation, as historical case-based research places greater emphasis on reflexivity than replication. However, from a constructionist perspective, a focus on generalization might be considered inappropriate or premature, potentially hampering the revelation of insights.

Through a multi-paradigmatic analysis of the historical case of Robert Owen and his visionary communal experiment at New Harmony, the authors contribute to the extant literature by elaborating a comprehensive, dimensional and relational process framework of narcissistic leadership. In doing so, the authors have heeded calls to better delineate leader narcissism, embrace process and relational aspects of leadership and consider leader communication as constitutive of leadership.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.

Geigy Co. Ltd. Stand 75. Diversified application of benzotriazole as a corrosion inhibitor specifically for copper and its alloys is the main theme of Geigy's stand.

Based on the work of Parent (2008) on mega sports events, this paper explores the relationships among events stakeholders in Olympic Games host/bid city marketing. It outlines research questions, identifies a theoretical framework to better understand Olympic city marketing, presents four essays related to issues within this framework, and provides conclusions and suggestions for future research.

Even those most skilled in the art of diagnosis occasionally need to be reminded that common things occur most commonly; it saves them chasing obscure signs to uncommon conclusions. Having spent several uncomfortable days in snuffling and snivelling, sneezing, streaming; sequestered with the piles of wet handkerchiefs mounting, with which we believe we have developed entirely novel and hitherto untried methods of nose‐drying; in all this, we felt the urge to write a little to those who search for uncommon things in food about that commonest of all common things—the common cold! This may not be so important after all, as there has at last been developed satisfactory culture‐techniques for the common cold viruses and cold vaccines are now distinctly probable, so that for generations unborn, the common cold may become an uncommon infection. Who knows?