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This contribution brings up‐to‐date an earlier article describing a computer‐based catalogue of early‐printed books in Canterbury Cathedral Library. New facilities described include an integrated authority file for proper names, an online catalogue available via the University campus network, and programs for producing type‐set output directly from the computer database. The use made of this software for other similar projects involving early‐printed books is described.

This paper describes some tools that were written to help with the conversion of the card catalogue of a collection of cartoon drawings into an online catalogue. The tools described are an input program and a pair of special purpose editors that are used for checking and correcting the newly input catalogue records. The first of the editors is screen based but the second editor runs on a Sun workstation and has a user interface that uses the workstation's mouse and graphics. Also described is a graphical authority file editor that is integrated with the workstation editor.

The purpose of this paper is to gain understanding into the human factors which might impede the change process. Change is inevitable in contemporary organizations and particularly within the healthcare field with respect to information technology (IT). Regardless of the amount of literature surrounding change management process organizational leaders will often ignore the human factors associated with the introduction of new IT.

This study sought to examine physician resistance surrounding the Electronic health record (EHR) change process through the lens of each of these three aspects of the Bovey and Hede (2001a) model through semi-structured interviews with physicians. Semi-structured interviews were conducted with physicians from hospitals within the Midwest.

The findings suggest that physicians have been impacted by the EHR change management system within their hospitals. Though each of the participants experienced different issues; it was clear from the data the change to an EHR system was disruptive to their day-to-day routines and caused various challenges. EHR change management research demonstrates physicians are resisting the change despite recognizing its potential benefits.

This paper contributes to the change management literature by examining how physician resistance can have a negative impact on healthcare organizations during a precipitous technology change. The study also provides a unique understanding of how technology resistance can disrupt an organizational change process.

This paper describes how the University of Kent Cartoon Centre catalogue was made accessible on the World Wide Web and analyses the effectiveness of the search site during the four years it has been online. The Cartoon Centre catalogue covers a wide range of British newspaper cartoon drawings and is unusual in being a substantial (over 90,000 records) online catalogue that also includes digital images of all the catalogued material. The paper describes some of the decisions that were made in putting the catalogue on the Web and then uses the evidence of the Web server logs to draw some conclusions about how successful the Web interface has been and how it might be improved in the future.

July 7, 1969 Negligence — Farmer — Rare disease — Contracted by farm employee in course of employment — Weil's disease — Existence not generally known to fanners — Whether risk foreseeable — Whether farmer liable in negligence.

The purpose of this paper is to investigate the role of preferences when small and medium enterprises (SMEs) are confronted with the practical problems associated with implementing frequent and large-scale changes to their working policies and practices. This paper aims to alleviate some of the concerns as claimed in positioning and change agency theory by introducing “preferential role positioning” to organizational change.

This study uses a qualitative case study approach and change agency and positioning theories to find out the extent to which staff and management experienced the practical difficulties and challenges and what resolution actions they took. Eighty-five semi-structured interviews were conducted in 2004/2005 and 2011 with the staff and management of four SMEs in the UK. An interpretative analysis was conducted on the case data in the tradition of Husserl and Schutz. In the first set, participants were asked to elucidate the difficulties faced in their roles and how these were experienced whilst the second focused on impacts and strategies. Three independent researchers reviewed and interpreted the qualitative data and helped with the coding and thematization.

This paper's main results are based on the data's three stages showing how SME members chose to deal with the practical difficulties namely “new structures and procedures” (stage 1); “new ways of communicating” (stage 2) and “new collaborations” (stage 3). The combination of the stages' aspects led to the emergence of “preferential role positioning” as the study's theoretical contribution to the gap on preferences in organizational change research.

The eighty-five interviews from UK-based SMEs constrained the sample size thereby limiting the number of questionnaire categories asked. The findings and their analysis cannot be generalized to non-SMEs that seek to address similar difficulties.

Managers need to be aware of the adverse impacts of using draconian, top-down disciplinary and punishment measures/structures as a way to implement change. Other practical lessons include the fact that managers should contextualize people's anxieties, dissatisfaction, resistance and disengagement as a platform from which social knowledge can be generated with all change agents in order to resolve implementation challenges in the longer term. Staff developed the ability to deal with some practical issues such as navigating through the new departmental structures, new working procedures and new ways of talking with management and with each other to implement change more successfully.

The social value of the findings demonstrates that preferences can be imported from other social science disciplines into Organizational Studies to show the value of what people can contribute and how they choose to do so (i.e. via what discourse, using what types of interactions and capabilities to do so). In addition, the results show that management need to consider employees in their plans as they try to implement change firstly to facilitate greater interaction and success, secondly to minimize implementation difficulties and thirdly as a recognition that there are multiple change agents and multiple role-enacting positions in developing sociological knowledge that can be of value.

This study's three-stage approach has shown that a successful implementation and management of change in SMEs should also include a bottom-up recognition of the difficulties, adversities, conflicts and tensions and a resolution to deal with the structural and communicative constraints via dialogue and “preferential role positioning”.

There is a great deal of interest in the environment these days, and while much of that interest focuses on saving the world, a lot of it relates to learning about nature. Field guides are among the most popular natural history guides for the general public; it sometimes seems that almost every household must have at least one lurking in a corner. There are an incredible variety of field guides available for inquiring naturalists. The well‐known Peterson, Golden, and Audubon series and the typical bird, flower, and tree guides are just the tip of the iceberg.

The purpose of this paper is to study the attitudes of higher education employees to the change with Lean at public universities in Morocco in order to determinate the factors of resistance to change and to look for the motivating factors that encourage these employees to participate in change project with Lean.

A questionnaire sent to all administrative and technical staff of higher education at five public universities in Morocco during year 2019. This study has analyzed both a person-oriented approach and a variable-oriented approach and characterized by using Lewin’s change model to manage change with Lean.

The results show that individual, organizational and group factors have a positive impact on employees’ attitudes toward change with Lean but individual factors are more important than other factors.

The research is limited to universities in Morocco and mainly public universities. It is only interested in the first stage in the change process with Lean (unfreezing). Understanding employee attitudes, determining motivation factors and the causes behind resistance to change before embarking in change journey with Lean Higher Education (LHE) enables the public universities in Morocco (management) to better prepare for change by reducing resistance to change to create a favorable climate to implement LHE.

The majority of research works to date focus on implementation of LHE without giving interest to the preparation of the organizational change, this last is very much requested to determine the driving and restraining forces in order to reduce the resistance to change that is the main reason of failure of many change programs. This paper attempts to determinate the factors of resistance to change which allows to the public universities in Morocco to overcome them before moving to the changing stage.