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The purpose of this study is to identify potential changes in crime generators and attractors based on monthly models in a high-tourist destination.

A risk terrain modeling approach was used to assess spatial relationships between 27 crime generator and attractor types in Atlantic City, New Jersey with robbery occurrence for the 2015 calendar year. In total, 12 separate monthly models were run to identify changes in risk factors based on the month of the year.

Results indicated unique significant risk factors based on the month of the year. Over the warmer and summer months, there was a shift in environmental risk factors that falls in line with more of a change in routine activities for residents and tourists and related situational contexts for the crime.

The analytical approach used in the current study could be used by police departments and jurisdictions to understand types of crime generators and attractors influencing local crime occurrence. Subsequent analyses were used by Atlantic City Police Department to direct place-based policing efforts.

With growing crime and place research that accounts for temporal scales, the authors advance these endeavors by focusing on a tourist destination, Atlantic City, New Jersey.

The purpose of this paper is to examine the spatial influence of features of the physical environment on the risk of aggression toward law enforcement.

The spatial analytic technique, risk terrain modeling was performed on felonious battery data provided by the Chicago Police Department.

Out of the 991 batteries against law enforcement officers (LEOs) in Chicago, 11 features of the physical environment were identified as presenting a statistically significant spatial risk of battery to LEOs. Calls for service within three blocks of foreclosures and/or within a dense area of problem buildings pose as much as two times greater risk of battery to police officers than what is presented by other significant spatial factors in the model.

An abundance of existing research on aggression toward law enforcement is situated from the perspective of characteristics of the suspect or officer. The research advances the field of violence studies by illustrating the importance of incorporating physical features of the environment into empirical studies of aggression.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Organizational conflict is often thought of as a malady to be avoided or quickly resolved. Such views neglect the potential value of conflict—that is, the constructive management of conflict—to organizational outcomes. Managerial practices resulting in too little conflict may shape and reflect an organization hypersensitive to discord, dissent, and innovation. But management practices promoting excessive conflict may overload an organization with information, rendering it incapable of reaching timely decisions, generating animosity, or creating other unproductive outcomes. This paper examines constructive conflict management, which gives employees voice and encourages authentic participation in decision-making. We hypothesize that such an approach is positively related to employee job satisfaction and organizational performance. However, given the potential for “too much of a good thing” when it encouraging conflict, we also test for a curvilinear relationships between conflict management and organizational outcomes.

“To work in an organization is to be in conflict. To take advantage of joint work requires conflict management” (Tjosvold, 2008, p. 19).

OWING to the comparatively early date in the year of the Library Association Conference, this number of THE LIBRARY WORLD is published so that it may be in the hands of our readers before it begins. The official programme is not in the hands of members at the time we write, but the circumstances are such this year that delay has been inevitable. We have dwelt already on the good fortune we enjoy in going to the beautiful West‐Country Spa. At this time of year it is at its best, and, if the weather is more genial than this weather‐chequered year gives us reason to expect, the Conference should be memorable on that account alone. The Conference has always been the focus of library friendships, and this idea, now that the Association is so large, should be developed. To be a member is to be one of a freemasonry of librarians, pledged to help and forward the work of one another. It is not in the conference rooms alone, where we listen, not always completely awake, to papers not always eloquent or cleverly read, that we gain most, although no one would discount these; it is in the hotels and boarding houses and restaurants, over dinner tables and in the easy chairs of the lounges, that we draw out really useful business information. In short, shop is the subject‐matter of conference conversation, and only misanthropic curmudgeons think otherwise.

A year or two ago the Library Association established what was called, a Press Committee, having as its objects the correcting of misstatements and the replying to attacks on public libraries in the newspapers. Our press‐cuttings have not given us many examples of the Committee's activity, and we fear it never did much if any work. This has no doubt been because the library profession is so small that the number of men able and willing to further its purposes is necessarily too limited to carry through a vigorous policy. The article in The Daily Mail to which Eratosthenes refers in characteristic fashion this month is an example of the sort of thing which ought to have been met immediately by the Press Committee. We need a few men with level heads and facile pens promptly to challenge any plea for such misapplied public economy. Plausible suggestions that public libraries are of secondary importance are made every day, and so deeply is this opinion rooted in the minds of some of our public leaders that any opposition to it needs to be both practical and wise. To all who have considered social and economic questions at all the strength of the case for the public library has never been more strong than it is at present. But men who believe that economy will be served by stopping the medical inspection of school children and by the abolition of technical education—and such suggestions were actually made in the article we have mentioned—would certainly not spare the university of the people. Indeed, the author bluntly suggested that the libraries should be closed and the officials dismissed! A writer in the Sunday Chronicle sanely declares the closing suggested to be “not only not economy; it is anti‐patriotic.” Under these circumstances a vigorous publicity committee of librarians and library experts like Aldermen Abbott, Brittain, Leslie and Plummer, might do invaluable service.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Sir Raymond Streat, C.B.E., Director of The Cotton Board, Manchester, accompanied by Lady Streat. A Vice‐President: F. C. Francis, M.A., F.S.A., Keeper of the Department of Printed Books, British Museum. Honorary Treasurer: J. E. Wright, Institution of Electrical Engineers. Honorary Secretary: Mrs. J. Lancaster‐Jones, B.Sc., Science Librarian, British Council. Chairman of Council: Miss Barbara Kyle, Research Worker, Social Sciences Documentation. Director: Leslie Wilson, M.A.