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The Leontief Paradox (Leontief, 1953) generated two major responses. There was, on the one hand, the body of research which was directed at further empirical verification of the simple Heckscher‐Ohlin theory using other countries' data. On the other hand, there were the studies which attempted to explain the paradox by turning on the alleged invalidity of specific Heckscher‐Ohlin assumptions. It was from the latter category that the “new” theories of trade emerged as evolutionary extensions of the basic Heckscher‐Ohlin theory. These hypotheses are concerned with the separate influences of inter‐country differences in specific labour skills, technology, and scale economies on the pattern of trade flows in manufactures.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this paper is to analyze the determinants of job-hopping. More specifically, the authors investigate the effect of age, gender, educational level, organizational size and sector on the job-hop frequency.

Due to a lack of an existing appropriate measure of job-hopping, the authors introduce a new measure, namely, the job-hop frequency. Based on the data collected from a survey in Belgium, a linear regression analysis is performed.

Through an empirical analysis, the authors show that age is negatively related to the job-hop frequency. Gender moderates this relationship. Therefore, the analysis supports the view that young women tend to job-hop significantly more than young men, but as they age, women are significantly more likely than men to remain within the same company. Furthermore, the authors find that the educational level has no influence on the job-hop behavior, indicating that having more job alternatives does not necessarily result in actual job-hop behavior. Both the sector and the size of the organization are found not to be significantly related to the job-hop frequency.

This research provides human resource managers more insight into the job-hop behavior of employees and offers some useful suggestions for their retention management.

Existing literature on turnover is very extensive, but literature on job-hopping remains rather underexplored. Therefore, the study extends previous research on voluntary turnover and job mobility by focussing on job-hopping in particular.

The purpose of this paper is to review the book, Why America's Top Pundits Are Wrong: Anthropologists Talk Back.

The author, himself an anthropologist, evaluates how a group of anthropologists responds to popular right‐of‐center pundits.

Why America's Top Pundits Are Wrong: Anthropologists Talk Back is just as instructive for what it reveals about the current condition of anthropology – and, for that matter, left academia – as for what it says about the lack of anthropological sophistication in popular books that purport to tell us what is right or wrong with the world and where it is heading. Freighted with postmodernism, the influence of Michel Foucault in particular, present‐day anthropology makes assumptions not unlike those of the Straussians of the far right. Thus, our left‐of‐center anthropologists have trouble locating what is so objectionable about reactionary conservatism and, at the same time, difficulties in assessing social conditions, both at home and abroad. The author ends with sketching an anthropology that would pay more attention to the psychological and environmental costs of globalization.

Notes that the 12 contributions dispense with academic jargon and try to reestablish a public presence for anthropology – a format which may reach a wider public.

In “Reinventing Entrepreneurial History,” Wadhwani and Lubinski (2017) encourage the study of legitimacy, the sense that a new organization or venture “belongs” to, or fits within, the social construct of its time.

To this end, this query will consider methods used in the period between the Civil War and the Civil Rights Movement to show legitimacy in black economic endeavors. Three Atlanta entrepreneurs’ efforts will be used as demonstrative examples.

The overarching aim of this investigation of economic legitimization is to give practical examples of three distinct strategies in play: endorsement, authorization and storytelling. In addition, a fourth external actor, social organizations, that exists outside of the realms of media, government and law as noted by Bitektine and Haack (2015) is illustrated to grant validity within the black community. Also, the storytelling strategy is used to illustrate promoters, actors pushing legitimacy to benefit the community at large.

Arguably the search for economic and collective legitimacy within black businesses is not confined to the past. Stated in another way, black businesses still fight for legitimacy, and future research should be undertaken to show the similarities and differences in the two aforementioned periods.

Although there is a tendency to view an organisation as a corporate entity with holistic capacity to function within a sympathetic or hostile environment, the reality is that its performance is determined by the individual managers working within it. Clearly the influence of managers will mainly be related directly to their level in the organisation, but even the most junior managers — given that they really are managers with discretion over the use of resources — will have the opportunity to make some impact. And, as today's junior managers are tomorrow's senior managers, it is essential that their own potential is developed progressively to equip them for the responsibilities to come.

J. Larry Jameson, a vice president of Inmont, has been appointed general manager, OEM Finishes for the Automotive Group in America. Most recently vice president and general manager—Automotive Europe, Mr. Jameson, a US citizen, has been with Inmost since 1959 and came to this country in 1976.

Interest in the conference on ‘Raw Materials‐ The Prospects for the Paints and Inks Industry’ being sponsored by this journal at the Mount Royal Hotel, Oxford Street, London on April 29–30, is now gathering momentum. Apart from numerous inquiries, many reservations have already been made, including from overseas.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.