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David Peace’s Red Riding quartet ( 1974; 1977; 1980; 1983 ) was published in the UK between 1999 and 2002. The novels are an excoriating portrayal of the violences of men, focusing on paedophilia and child murder, the hunt for the Yorkshire Ripper and, predominantly, the blurring of boundaries between the activities of police officers, criminals and entrepreneurs. This chapter aims to examine the way in which the criminal entrepreneur draws on socially constructed ideas of masculinity and the capitalist ideal in order to establish identity. This will be achieved through an examination of John Dawson, a character central to the UK Channel Four/Screen Yorkshire’s Red Riding Trilogy, the filmed version of the novels, first screened in 2009. The central role of networks of powerful men in creating space for the criminal entrepreneur and the cultural similarities between police officers and criminal entrepreneur will be explored.

Using the research approach of bricolage, the chapter provides a reflexive commentary on the films, drawing on a number of other texts and sources, including news accounts of featured events and interviews with the author David Peace and the series co-producer Jamie Nuttgens – an analysis of the texts, using a framework suggested by van Dijk (1993) and McKee (2003) features.

The centrality of the idea of hegemonic masculinity to the activities of both police officers, and criminals and businessmen and Hearn’s (2004) assertion that the cultural ideal and institutional power are inextricably linked are examined through an analysis of the role of Dawson (and his three linked characters in the novels) in the Red Riding Trilogy.

The chapter provides an analysis of one film series but could provide a template to apply to other texts in relation to topic.

The social implications of the findings of the research are discussed in relation to work on the impact of media representations (Dyer, 1993; Hall, 1997).

It is intended that the chapter will add to the growing body of academic work on the criminal entrepreneur and the ways in which media representation of particular groups may impact on public perception and construction of social policy.

Comments on the increase in the discussion in the UK on retail competition, retailer power and the relationships that exist between retailers and suppliers. Asserts that in many cases these discussions have missed or misrepresented important aspects that define retail efficiency and customer satisfaction. Considers that much economic analysis still tends to concentrate on production rather than services. Asks whether economic ideas should be reviewed in order to allow economics to reflect more clearly the realities of the changed economic system of the distribution of goods and services.

All items listed may be borrowed from the Aslib Library, except those marked, which may be consulted in the Library.

Historians have long understood that transforming people into property was the defining characteristic of Atlantic World slavery. This chapter examines litigation in British colonial Vice Admiralty Courts in order to show how English legal categories and procedures facilitated this process of dehumanization. In colonies where people were classified as chattel property, litigants transformed local Vice Admiralty Courts into slave courts by analogizing human beings to ships and cargo. Doing so made sound economic sense from their perspective; it gave colonists instant access to an early modern English legal system that was centered on procedures and categories. But for people of African descent, it had decidedly negative consequences. Indeed, when colonists treated slaves as property, they helped to create a world in which Africans were not just like things, they were things. Through the very act of categorization, they rendered factual what had been a mere supposition: that Africans were less than human.

The Dawson Group, with its large and varied customer base and over 500,000 periodical subscriptions, entered the automation sector in 1972 with a Singer System, which allowed a large number of simultaneous operations to be carried out on one database through multiple visual display units (VDUs). The system brought greater efficiency to in‐house subscription control with accruing benefits for libraries. By the 1980s a replacement system was needed to increase efficiency and meet the expansion of business. In 1981 an IBM System 38 was installed. The system performs well and currently supports over sixty VDUs and eight printers in three different locations — London, FolkeStone and Godalming. The success of the in‐house system led to the offering of a customer online service, linked to the main computer centre in FolkeStone, and offered on a ‘pay‐as‐you‐go’ basis.

In 1972 a Bill passed by the French Parliament inaugurated a scheme to give help to elderly and long‐experienced small retailers, in the form of direct grants and pension schemes. John Dawson has been assessing the effect of the legislation and the nature of the grants awarded.

The idea that “anything goes” in enterprise zones certainly is not the case, particularly as regards retailing. Floorspace size limits on new retail developments, stringent in some cases, are commonplace. John Dawson and Leigh Sparks look at the various schemes and compare the restrictions, which have been set to exclude superstores, hypermarkets, discount stores and the like.

In 1973 the Loi Royer was passed in France with the object of curbing large‐scale hypermarkets and shopping centres. But although in 1974 and 1975 the rate of large shop openings decreased dramatically this may have been due more to the recession in the French economy than to the effects of the legislation. In this article John Dawson examines in detail the applications for different types of development.

A selection of recently published empirical and conceptual studies of the retail industry is reviewed and possible important future developments analysed. In particular, the four areas considered are: (1) the retail environment; (2) strategic issues, (3) operational considerations; and (4) monitoring and measuring costs and performance. These areas are especially viewed in the light of the influence and operation of the large firms.

Reports on the introduction of a quality culture to Mercury Communications in order to help the company control and direct its growth. Examines the reasons why the quality Customer services programme which was implemented did not succeed as well as expected. Observes how the quality culture was later successfully implemented and at subsequent developments made by the company, including process quality teams, quality action teams and quality improvement teams.