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If the lucky chance should take us unaware, would we, at sight, recognise genius in a stranger? Would we have seen at once that T. E. Lawrence, for an instance, was as singular a figure as one out of a fable of the Arabian Nights? I don't think so. Anyhow, I did not. When first I saw him, as a stranger, I wondered what that apparently insignificant fellow was doing there; and then forgot him, till he came up and spoke to me.

Allied Dunbar is utilising its teams to align the varied organisational functions and enhance its overall business performance. In this article the author introduces the concept of business sector management.

There is much talk of ‘compliance culture’ and, latterly, ‘compliance ethos’ and it is generally assumed that this is a good thing, by definition. This paper suggests that the existence of a compliance culture is never in doubt — all firms have one, the question is what is its orientation? The paper proposes three possible states of a compliance culture and suggests some qualitative measures of a positive or pro‐compliance culture. The paper is an extract from a submission made to NatWest Life's Audit and Compliance Committee in February 1995.

BY a happy consonance the Year Book of the Library Association for 1946 reached us as the Conference at Blackpool was beginning. It set a character to the Conference in that it contained a most admirably faithful portrait of the President. He was, without a shadow of doubt, the personality of the week. The flexible and earnest open features of the portrait are those of an unusual man, distinctive in thought, speech and act. This was reflected in an address which someone declared, with the warm acquiesence of his hearers, to be “a classic of librarianship.” Even if this prove to be an exaggeration, since prophecy is unwise and rarely fulfilled, that was the effect he produced, in words that began on a self‐excusing note and with a, to himself, unfair comparison of himself with his predecessors, became with increasing tempo a pæan of the joy so many of us share in librarianship, in spite of the sacrifices and slights that all librarians encounter, interwoven with the quoted or suggested results of a life‐time of reading.

Strategic planning isn't just about making up a to‐do list Here's a planning process that can transform an organization's culture.

Biography and autobiography are among the most heavily used elements of a public library's bookstock, but their dual functions as information sources and as general reading material create problems of classification and utilisation. Libraries need to acquire the classic works in the genre. Some features are discussed which may help to define the works of genuine and lasting quality: the objectivity of the biographer; the occupation and celebrity of the subject; the extent to which the biography relates the public and private lives of the “biographee”; and the originality of treatment.

When it comes to choosing names, man is at a loss for words. There are far too many Jones's to “keep up with”. Smith is decidedly the most popular surname in Britain and America, but Johnson, Brown, and Miller are prevalent, too. Since the United States of America is a great melting pot, it enjoys a superabundance of names but does not know how to apportion them. Elsdon C. Smith, author of The Story of Our Names, estimates that there are 350,000 different surnames in the United States, but that fifty popular names suffice for ten per cent of the population. Not even a thousand names are required for fifty per cent of the population. In England, fifty common surnames provide for approximately eighteen per cent of the population. So far as appellations are concerned, however, Scotland is the thrifty nation; one hundred and fifty surnames sufficing for more than fifty per cent of all native Caledonians.

This paper aims to create and validate a scale that will serve to measure the construct “organic structure”, currently of great utility for the competitive analysis of firms. On the basis of the literature, eight dimensions, corresponding to the parameters technical system, formalization, centralization, structural complexity, planning and control systems, training, information flows, and culture, form this construct. To verify the reliability and the validity of this measuring instrument we used a sample of 150 large Spanish firms.

This paper aims to respond to John Rossiter's call for a “Marketing measurement revolution” in the current issue of EJM, as well as providing broader comment on Rossiter's C‐OAR‐SE framework, and measurement practice in marketing in general.

The paper is purely theoretical, based on interpretation of measurement theory.

The authors find that much of Rossiter's diagnosis of the problems facing measurement practice in marketing and social science is highly relevant. However, the authors find themselves opposed to the revolution advocated by Rossiter.

The paper presents a comment based on interpretation of measurement theory and observation of practices in marketing and social science. As such, the interpretation is itself open to disagreement.

There are implications for those outside academia who wish to use measures derived from academic work as well as to derive their own measures of key marketing and other social variables.

This paper is one of the few to explicitly respond to the C‐OAR‐SE framework proposed by Rossiter, and presents a number of points critical to good measurement theory and practice, which appear to remain underdeveloped in marketing and social science.

I. INTRODUCTION This study attempts to extend and expand previous research conducted by the Department of Marketing at Strathclyde on the adoption and diffusion of industrial products.