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Describes the new Lied Library at the University of Nevada, Las Vegas (UNLV). Designed to incorporate cutting‐edge technology, it is envisaged that the new library will serve the needs of UNLV, and members of the Southern Nevada community, for the next 30 years or more, allowing users not only to access the collections physically housed in the Lied Library, but also linking them to electronic data worldwide. Features include 250 electronic workstations, a robotic storage and retrieval system for little used materials, a study‐café area, group study rooms, a media distribution centre and a facility whereby traditional microfilm can be integrated with a personal computer.

The purpose of this paper is to explore the effect of “multiplex” (multiple overlapping) networks and leadership on group performance in a higher education setting.

Using a combination of social network analysis and interviews, the authors employ a case study approach to map the connections between academic group members. This paper analyses the relationship between this mapping and academic performance.

The authors identified two dimensions which influence group effectiveness: multiplex networks and distributed–coordinated leadership. Where networks are built across tasks, inter-relationships develop that lead to greater group performance.

Where group members create a dense hive of interconnectivity and are active across all group tasks, and also informally, this increases the opportunity for knowledge sharing. When this is similarly experienced by a majority of group members, there is positive reinforcement, resulting in greater group effectiveness.

This paper highlights the importance of the richness of formal ties in knowledge-intensive settings. This paper is the first to differentiate between formal connections between colleagues related to different tasks within their role. This suggests that dense configurations of informal ties are insufficient; they must be coupled with strong ties around formal activity and demonstrative leadership.

Although there is great potential for diversity, library and information science (LIS) is a relatively homogenous profession. Increasing the presence of librarians of color may help to improve diversity within LIS. However, recruiting ethnic minorities into LIS has proven to be difficult despite various initiative including scholarships, fellowships, and locally focused programs. The central questions explored in this research can be divided into two parts: (1) Why do ethnic minorities choose librarianship as a profession? (2) What would motivate members of minority groups to join a profession in which they cannot see themselves?

The research was conducted through semi-structured, qualitative interviews of 32 ethnic minority students from one of four ethnic minority groups (African American, Asian American, Hispanic/Latino, and Native American) currently enrolled in an LIS graduate program. Eleven themes emerged from the data: libraries, librarians, library work experience, LIS graduate program, career plans and goals, education and family, support, mentors, ethnicity and community, acculturation, and views of diversity.

The findings seem to support many assumptions regarding expectations and career goals. The findings related to libraries, librarians, mentors, and support illustrate that many recruitment initiatives are starting in the right place. However, the most noteworthy findings were those that centered on identity, acculturation, and diversity because they dealt with issues that are not often considered or discussed by many in the profession outside of ethnic minority organizations.

The purpose of this paper is to explore intrinsic and extrinsic factors impacting the job satisfaction of casino hotel chefs, and whether chefs' background characteristics are associated with their overall and specific facets of job satisfaction.

A total of 152 surveys were analyzed using a randomly selected sample of 25 major casinos in Las Vegas, Nevada. The sample selection represented chefs working in various types of foodservice operations within the hotel segments.

Overall, the casino hotel chefs were satisfied with their jobs (M=3.9). Among intrinsic factors, the chefs were most satisfied with the “work itself” and least satisfied with “growth and recognition” they received. Among extrinsic factors, they were most satisfied with “supervision” and least satisfied with “company policy” pertaining to sick leave and paid vacation. Highest job satisfaction levels were found among chefs who worked in the fine dining kitchens and supervised between 21 and 30 employees.

Results reinforce the value of recognition at work and creation of specialized incentive programs. In order to be most effective, these programs should be tailored to chefs working in different kitchen types and with various levels of management and supervisory responsibilities.

Job satisfaction of casino hotel chefs has been minimally studied, yet they have significant roles in successful hotel operations. This study is unique in directing attention to the “back of the house leaders” – hotel chefs, in a top tier gaming and tourism city.

Management in the English‐speaking world depends on exhortation, yet without top management's full commitment and support, productivity programmes will not work. To continue to compete on the international market there is a need to manage and utilise resources more effectively; an analysis of Japanese management, allowing that cultures do not “travel well”, suggests the need for a more people‐orientated management style; building on human potential available at all levels of the company; encouraging managers to delegate readily; building effective work teams; emphasising quality of product; providing greater job security; and developing an open information system.

A simulated price war between two competing gas stations provided the context to assess the effects on de‐escalation of the subject's financial shortage, the competitor's financial shortage, and a message from the competitor conveying a non‐exploitative intent. Subject shortages encouraged gasoline price increases (de‐escalation) and competitor shortages encouraged price decreases (escalation). Subjects who were suffering a financial shortage rated their competitor as less likely to cooperate and more likely to exploit them than those who were not. Results were discussed in terms of a simplification of Pruitt and Kimmel's (1977) goal‐expectation hypothesis. One possible explanation for our results is that subjects make a comparison of relative strength before choosing either to de‐escalate or escalate.

To identify and discuss the changes arising within very large law firms from the pressure to provide global services and the issues for firms in implementing cross‐border integration.

The research is qualitative, case‐based and exploratory, using a piloted topic guide. The study is of very large UK “City” law firms (i.e. those operating in over 20 countries) using in‐depth semi‐structured interviews with: managing partners, senior partners, partners and associates at “City” law firms, clients, US lawyers in London and non‐legal professionals. Data are triangulated with information from trade press, trade associations and firm reports.

Identification of managerial issues of global integration common to law firms interviewed. These include: a shift to a “managed” firm and decline in professional autonomy; post‐acquisition integration and merger process issues; operationalization of global practices (such as common technology platforms, common systems practices, common human resources management practices and cross‐border intra‐firm working relationships) to achieve consistency throughout the integrated firm.

Data set is derived from UK firms only and dependent on respondent views. Findings indicate that law firms have become less distinctive and more like other service businesses.

The paper identifies the processes by which consistent cross‐border service to the client may be achieved within globally integrated firms.

Law is an under‐researched industry. This research adds to knowledge of the legal services industry; explores globalization in a professional service firm context; extends the global strategy literature into the services domain. This is also one of the few papers on law firms based on primary data.

The needs of marketing executives for information are examined and how well these are satisfied within a management information system is considered. It is shown how a marketing system should be considered as a subject, or module, of a total Management Information System, and guidance is given for the development of such a system. Three case studies are included to highlight the main issues raised.