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LIBRARY NETWORKS are a very hot topic on the US library scene these days. Nearly every library periodical one picks up seems to contain news about changes in OCLC, RLG/RLIN, and WLN and the growing competition among them. This report will review what has been happening during the past year and consider what may develop in the future.

By adopting a cognitive perspective, we examine ways in which knowledge creation processes within organizations effectively enhance organizational knowledge via the cognitive processes of organizational members. We identify two distinct yet complementary learning processes—informational and interactive—and argue that these processes contribute to the creation of organizational knowledge in different ways. We use cognitive mapping to examine changes in knowledge and use a research design involving pre‐test and post‐test of cognitive maps. Results suggest that organizational knowledge generally improves as organizations engage in the knowledge creation processes and that the effectiveness of such processes in creating knowledge depends on the context. The conceptual arguments and methods developed in this paper should encourage researchers to conduct additional empirical research and help managers change the mix of the informational and interactive learning processes for effective learning as their firm's competitive environment becomes more volatile.

The Corporation of the City of London are about to appoint a Public Analyst, and by advertisement have invited applications for the post. It is obviously desirable that the person appointed to this office should not only possess the usual professional qualifications, but that he should be a scientific man of high standing and of good repute, whose name would afford a guarantee of thoroughness and reliability in regard to the work entrusted to him, and whose opinion would carry weight and command respect. Far from being of a nature to attract a man of this stamp, the terms and conditions attaching to the office as set forth in the advertisement above referred to are such that no self‐respecting member of the analytical profession, and most certainly no leading member of it, could possibly accept them. It is simply pitiable that the Corporation of the City of London should offer terms, and make conditions in connection with them, which no scientific analyst could agree to without disgracing himself and degrading his profession. The offer of such terms, in fact, amounts to a gross insult to the whole body of members of that profession, and is excusable only—if excusable at all—on the score of utter ignorance as to the character of the work required to be done, and as to the nature of the qualifications and attainments of the scientific experts who are called upon to do it. In the analytical profession, as in every other profession, there are men who, under the pressure of necessity, are compelled to accept almost any remuneration that they can get, and several of these poorer, and therefore weaker, brethren will, of course, become candidates for the City appointment.

This paper was originally read to the Johnson Club on 8 October, 1954. At that time I had compiled the index to my edition of the Diary of John Evelyn (1955), but the printer had not yet started setting it up (I have also compiled two or three short indexes, for volumes of the Bulletin of the Institute of Historical Research and so on). The paper is not a defence of, or apology for, or commendation of, courses adopted in the Evelyn index; my object was to discuss, as impartially as I could, aspects of indexing that interested me. I have not tried to compose a systematic treatise on the subject and, were I to recommend any particular courses in indexing, it would be as a user, not a maker, of indexes; my preferences, however, must emerge in the course of the paper and are embodied in the Evelyn index.

The potential for resource combinations to have adverse consequences for acquiring firms is often overlooked in research. However, considering potential inimical resources can explain target and acquiring firm actions across the phases (evaluation, completion, and integration) of an acquisition. The authors outline how managers deal with inimical resources in acquisitions. Specifically, during evaluation, due diligence offers managers from acquiring firms the opportunity to avoid potential inimical resources by abandoning an acquisition. During integration, inimical resources can be dealt with either by limiting integration, or with planned or unplanned divestment. As a result, inimical resources explain observed actions and provide a context for making and improving corporate restructuring decisions.

The authors propose and test a theoretical framework that develops and analyzes precursors to firm acquisitions to determine if acquirers differ from other firms.

The authors use longitudinal, archival data from a sample of the largest firms in the global pharmaceutical industry from 1991 to 2012 with 1,327 firm-year observations.

The authors integrate prior research to show that the firm characteristics involving (1) R&D investment, (2) prior experience and (3) network centrality influence the likelihood that a firm will complete an acquisition.

In contrast to research focusing on the performance of acquiring firms, the authors show that firm characteristics predict acquisition activity by highlighting that acquiring firms differ from other firms. The authors also develop how network synergies can be realized by acquirers that have information advantages from more central network positions.

The purpose of this paper is to examine the effect of inventory leanness on productivity. In particular, the authors explore the moderating role of environmental complexity and the mediating role of risk taking.

In the mediated moderation analysis of the relationship among inventory leanness, risk taking, environmental complexity and productivity, the authors adopt the instrumental variable method to test the hypotheses based on data collected from 1,709 Chinese listed manufacturing firms.

The results show that there is an inverted U-shaped relationship between inventory leanness and productivity. The authors then demonstrate the role of risk taking in mediating this relationship. Furthermore, the authors find that environmental complexity not only negatively moderates the relationship between inventory leanness and productivity, but also negatively moderates the relationship between risk taking and productivity.

Managers should not be excessively pursuing inventory leanness improvements, so as not to damage the ability to increase productivity.

This paper may be the first study to empirically demonstrate the moderating effect of environmental complexity and the mediating effect of risk taking on the inverted U-shaped relationship between inventory leanness and productivity.

WITH the advent of honeycomb construction, double skin aircraft surface structures have also been introduced, mainly for control and wing surfaces. The cylindrical and voluminous nature of the fuselage has normally allowed for adequate strength using a single skin. However, the stringers and stiffeners still required can be shared by two skins, and the strength/weight ratio thereby increased. Moreover, it is thus possible to share the pressurization stresses between the skins. Unpressurized structures of this nature are already used by Handley‐Page Ltd., the welded outer skin having an exceptionally smooth surface.