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The purpose of this paper is to examine how and why outsiders, rather than incumbents, are able to take advantage of technological discontinuities.

The paper employs a case study of a single innovation that transformed the technology of Formula 1 motor racing.

The findings show how social capital made up of “weak ties” in the form of informal personal networks, enabled an outsider to successfully make the leap to a new technological regime.

The findings show that where new product development involves a shift to new technologies, social capital can have an important part to play.

It is widely accepted that radical innovations are often competence destroying, making it difficult for incumbents to make the transition to a new technology. The paper's findings show how the social capital of outsiders can place them at a particular advantage in utilizing new technologies.

Functions of the grinding fluid The primary functions of the grinding fluid directly affect the outcome of the grinding process as it takes place at the grinding interface and include:

Mergers, takeovers and changes in products or markets confront managers with major cultural change in their organisations. This article looks specifically at British Telecom, the different demands made on managers pre‐ and post‐privatisation and describes now management development programmes helped managers to change their style.

It is now forty years since there appeared H. R. Plomer's first volume Dictionary of the booksellers and printers who were at work in England, Scotland and Ireland from 1641 to 1667. This has been followed by additional Bibliographical Society publications covering similarly the years up to 1775. From the short sketches given in this series, indicating changes of imprint and type of work undertaken, scholars working with English books issued before the closing years of the eighteenth century have had great assistance in dating the undated and in determining the colour and calibre of any work before it is consulted.

Describes the proposed “a history of the book in Britain” project to be published in seven volumes by Cambridge University Press. Describes the background to the project in relation to the disparate nature of studies of the history of the book in Britain and work already done. Presents an outline of the structure of the proposed publication.

The privatisation and reorganisation of British Telecom (BT) presented its various divisions with the problem of transferring commercial awareness at the top management level to middle management level. A management development programme was designed which combined computer‐based business strategy modelling and “best practice” modelling in human relations. These areas were previously treated separately. The greatest problem for senior managers was modifying their values. For middle managers the problem was that their values were overturned and themselves threatened. The one‐week courses allowed fears and confusions to be aired and examined. By exposing managers to “best practice” procedures they were given frameworks to help them determine how to forge a relationship between a sensible economic strategy and a complementary culture. The programme has been very successful and is to be implemented in other BT businesses.

Production Engineers have been continually seeking to find new and improved ways of converting an unmachined component into its finished design. Much of their time is spent investigating the contribution that new cutting tool materials and coolants could give them in the production of their components. In the field of production grinding more and more attention is being focused on the use of Superabrasives and in particular on ‘Cubic Boron Nitride’ for the grinding of ferrous materials. The purpose of this paper is to discuss the use of ‘Cubic Boron Nitride’ (C.B.N.) in the production grinding field and how the Engineer should approach the application of this highly versatile abrasive.

Fraud is not yet universally recognised or understood as a crime, in the way that theft is. All sectors of our society recognise shoplifting as a crime, whereas an exaggerated insurance claim tends to be seen more as a matter of personal morality than public law and order.

The latest information from the magazine chemist is extremely valuable. He has dealt with milk‐adulteration and how it is done. His advice, if followed, might, however, speedily bring the manipulating dealer before a magistrate, since the learned writer's recipe is to take a milk having a specific gravity of 1030, and skim it until the gravity is raised to 1036; then add 20 per cent. of water, so that the gravity may be reduced to 1030, and the thing is done. The advice to serve as “fresh from the cow,” preferably in a well‐battered milk‐measure, might perhaps have been added to this analytical gem.

The purpose of this paper is to trace the impact of a major management scholar, Herbert Simon.

A novel approach was employed in identifying the most influential research articles that have made use of Simon's two great management works, Administrative Behavior and Organizations (with James March). The list allowed the close analysis of the nature of the influence wielded by Herbert Simon on management scholarship. The process of analysis was guided by a targeted search. Google Scholar allowed the compilation of a list of top‐cited research articles that made use of the two books. The 25 most‐cited articles associated with each were then categorized by their subject matter and examined for the impact of Simon's research.

As measured by citations, Herbert Simon's influence on management scholarship has been immense. Administrative Behavior and Organizations have incurred huge numbers of citations, more than 7,000 each. Moreover, not one of the 50 papers populating the two lists has generated fewer than 1,000 citations. Both works contributed heavily to research on theories of the firm, organizational learning and knowledge, and on organizational coordination and decision‐making, among other topics.

An emerging research tool, Google Scholar, was engaged, allowing an empirically based analysis of Herbert Simon's contribution to management scholarship. The results mark, with unusual clarity, the direction and nature of Simon's enormous influence.