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Describes a study which investigated the relationship between the vision and five dimensions of leadership behaviour of principals in Hong Kong. A survey was carried out on 48 secondary schools involving 548 teachers. Half of the sample schools were in a pilot scheme of school‐based management, the school management initiative (SMI). Factor analysis and multiple regression were used to analyse the data. The results suggested that five dimensions of leadership behaviour were all significantly related to the vision of principals for both types of schools. Whether the school was participating in the SMI or not also had a significant effect on the relationship between the vision of principals and three dimensions of leadership behaviour. Contrary to the expectations of the SMI and the suggestions by some researchers that teachers need to be particularly empowered in schools undergoing reforms, the findings of this study demonstrated that for principals with average and below average scores on vision, the degree of empowerment perceived by teachers in schools under the SMI was lower than for schools not under the reform. However, principals with high vision in schools under the reform had the highest scores in all five dimensions of leadership behaviour. The SMI may provide opportunities for leaders with vision to bring about a better environment for school improvement. These results provide important insights for those responsible for the implementation and evaluation of the SMI in Hong Kong, and perhaps for other systems devolving decision‐making power to more self‐managing schools.

Suggests that a desire on the part of teachers to be more involved in the corporate affairs of the school may stem from a lack of trust in the decision makers and the decision‐making processes. To assist those involved in the management of schools, presents a theoretical framework for research and a financial decision‐making model, based on the establishment of a management philosophy built on trust. Demonstrates how this model helps to differentiate management and classroom or technical decisional issues. Identifies the roles and responsibilities of those involved in the processes. Outlines procedures for effective financial decision making at the school site.

It has been argued that some management theories and models may not be universal and are based on some cultural assumptions. It is argued in this paper that the effectiveness of applying the Learning Organization (LO) model in school contexts across different countries may be associated with cultural differences such as individualism, collectivism, power distance, and future orientation. The implementation of elements of the LO model such as systems thinking, managing mental models, team learning, and developing shared visions, may face some difficulties in some cultures. This paper develops some theoretical propositions for further empirical investigations.

As CD‐ROM becomes more and more a standard reference and technical support tool in all types of libraries, the annual review of this technology published in Computers in Libraries magazine increases in size and scope. This year, author Susan L. Adkins has prepared this exceptionally useful bibliography which she has cross‐referenced with a subject index.

Outlines the technological problems which make it hard to deliver high quality video over the internet, e.g. insufficient bandwidth, clients’ machines etc.; and considers how they might be solved. Describes how digital video, audio presentations and animations can be streamed to a computer and the ways in which various US sectors are actually using streaming media at the moment. Discusses the future for multimedia applications in corporate training, e‐business and higher education; and predicts they will be very widely used as the technology improves.

Over the next few months a lively image of Dick Whittington and his cat will be making its appearance in the capital. Walking briskly along, with his cat trotting obediently behind or dashing ahead with its tail in the air, he will stride across the print and posters of the Museum of London as the Museum's new corporate image.