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This paper surveys the historical development of financial services regulations in the UK, especially the social conditions and power relations that have shaped the evolution of British financial markets. The analysis specifically focuses upon the role of special interest groups and how they have influenced regulatory innovation.

People who have yet failed to realize how serious the food situation may become are inclined to criticize the multiplication of Orders and appeals, and in some cases to contest their wisdom. Mistakes may have been made or fresh conditions may have arisen to make less urgent some particular restriction, but generally the position has grown more critical in recent weeks, and instead of looking for any relaxation of the regulations now in operation the public should be prepared for still more drastic orders. No one as a result of the restrictions on food consumption yet introduced has suffered anything more than inconvenience arising out of interference with established habits. There has been no hardship and no hunger. In Germany the rationing of bread began so long ago as January in 1915, and to‐day there is hardly an article of food which is not rationed. When the existing prohibitions, regulations, and appeals issued by LORD DEVONPORT are summarized it will be realized to how limited an extent they have disturbed the character or the quantity of the food which may be consumed without exceeding the directions of the Food Controller. The position may be stated under the following headings:—

This paper is the story of how new advertising can make a big difference to a brand's fortune. Targeted primarily at mothers it acknowledges the role of children in the purchase/consumption dynamic.

When a new student enrolls in his/her first class, the ELRC emails a welcome letter outlining the services and resources available to NCU students. The welcome letter includes information on how to access the virtual library site and how to contact a reference librarian. A new student receives the link to the ELRC after establishing a user name and password. The ELRC produces a Learning Resources Handbook, available on the website or in hardcopy upon request. The manual outlines policies and procedures, and introduces resources available through the ELRC. The website provides research tips and how-to pages on database use, Internet searching, research guides, links to online catalogs, general reference tools, Dissertation Center, and FAQs. Additional online tutorials cover study skills and information for students new to the Internet. The Dissertation Center includes strategies on dissertation research, formatting guides, writing resources, dissertation tutorials, and links to other dissertation resources. Course-related subject guides provide links to resources of interest to those enrolled in a particular course. Mentors or students may suggest sites through “Add-a-Resource,” an online form. Learner Affairs and the ELRC provide step-by-step orientation to the web site via telephone to students requesting assistance.

Enforcement as a concept imports compulsion to comply with a particular norm. Of course, the nature of enforcement might vary considerably with the norm in question or society within which action is desired. Professor Gower, in his ‘Review of Investor Protection’, expressed the view that a rule that could not be or was not enforced brought the system, within which that rule was supposed to operate, into disrepute. Whether this is true or not may be a matter for debate. Most systems of control envisage rules that in practical terms are unenforceable, but that are expected to have a normative or educational effect. Such functions, in the context of securities regulation, may be thought to be of some significance. Thus, the fact that simply because a rule cannot either in its terms or in practice be sanctioned by a predictable and determinate action intended to promote compliance, does not necessarily undermine that rule let alone the system within which it exists. To assume without more that a rule that cannot be enforced is not a legal rule, or to be precise a rule of law, while no doubt appealing enough to the positivist school of jurisprudence, is simplistic and outdated. Furthermore, in the context of the sort of economic regulation that we are discussing, whether a rule is characterised as one of law or not may or may not have significance. While there is a problem with determining the appropriate degree of interface between rules bearing differing qualities, purely in terms of achieving a defined regulatory objective it might well be that a rule which is not law in the formal sense of having been promulgated by an authority with legislative power, promotes a satisfactory degree of compliance. Therefore, many of the rules that pertained prior to the creation of the regime of regulation under the Financial Services Act 1986 were essentially non‐legal in the sense that they did not carry determinate sanctions ordained by a legal process consequent upon a violation and were not promulgated by an authority with legislative power. However, to dismiss them because they were unenforceable at law would give a very false picture of the efficacy of what was for many years a satisfactory regulatory structure. Even today, although the interrelationships of legal and non‐legal rules is very much more complex, it is still the case that significant areas of regulation have been left to non‐legal authorities.

In the closing decades of the twentieth, and at the start of the twenty‐first, centuries, attention has again turned to the critical role of intuition in effective managerial decision making. This paper examines the history of intuition in management thought by tracing its origins to Chester I. Barnard. This paper reveals not only the intellectual roots linking Barnard’s conceptualization of intuition in management thought to, among others, the influential works of the economist and sociologist, Vilfredo Pareto; Lawrence Henderson’s influence on Barnard through Henderson’s leadership and direction of the Harvard Pareto Circle; the works of the early pragmatist John Dewey; Humphrey’s The Nature of Learning; and Koffka’s Principles of Gestalt Psychology. Further, Barnard’s conceptualization of intuition foreshadowed by nearly two decades nearly all of Polanyi’s thinking and elaboration of tacit knowledge. This paper also examines Barnard’s and Simon’s differing views on intuition and provides a brief overview of contemporary research on intuition in managerial decision making.

The purpose of this article is to develop a moral identity perspective on Barnard's conceptualization of executive responsibility.

The paper uses a prospective study design, as an alternative to a transitional grounded approach, to develop a theory-based framework to compare textual patterns in Barnard's writings. By using Barnard's conceptualization of executive responsibility within the identity control theoretical framework, the paper analyzes the challenges of executive moral identification.

The paper develops a theory-based, yet practical, typology of moral identification of responsible executive leaders.

Although this proposed typology appears rather parsimonious, it is recognized that issues of moral behavior are certainly complex, and therefore should be addressed in a requisite manner in future model developments.

The paper posits that Barnard's conceptualization provides a useful channel to address the critical domain at the intersection of responsible executive leadership, identity, and ethics relative to the issues of CSR, diversity management, gender equity, and community involvement. The paper considers the typology of moral identification to be an operative conduit for subsequent empirical research and practical guidance for executive leadership development.