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This study investigates the challenges and opportunities that organisations face in implementing Quality 4.0 as an approach to quality management and investigate the current state of Quality 4.0 implementation.

This study uses a qualitative research methodology to interview senior managers from globally based manufacturing and service industries.

The study explicates that most organisations implemented Quality 4.0 to improve their flexibility, efficiency, transparency and productivity while focusing on improving service quality, customer satisfaction and reducing cost. In terms of sustainability of Quality 4.0 the key factors found were a consistent effort from the top management, continuous training to employees, building leadership quality and creating a habit of using Quality 4.0.

The findings of this study offer useful guidance to organisations desirous of implementing Quality 4.0. In addition, the findings have identified key sustainability factors, helping organisations ensure a successful implementation and long-term returns from Quality 4.0.

The findings of this study contribute to the body of knowledge related to Quality 4.0 and help organisations in their digital transformation journey. In addition, it is one of the first studies to investigate the key factors for Quality 4.0 sustainability.

This study aims to investigate the adoption of Quality 4.0 (Q4.0) and assess the critical failure factors (CFFs) for its implementation and how its failure is measured.

A qualitative study based on in-depth interviews with quality managers and executives was conducted to establish the CFFs for Q4.0.

The significant CFFs highlighted were resistance to change and a lack of understanding of the concept of Q4.0. There was also a complete lack of access to or availability of training around Q4.0.

The study enhances the body of literature on Q4.0 and is one of the first research studies to provide insight into the CFFs of Q4.0.

Based on the discussions with experts in the area of quality in various large and small organizations, one can understand the types of Q4.0 initiatives and the CFFs of Q4.0. By identifying the CFFs, one can establish the steps for improvements for organizations worldwide if they want to implement Q4.0 in the future on the competitive global stage.

The concept of Q4.0 is at the very nascent stage, and thus, the CFFs have not been found in the extant literature. As a result, the article aids businesses in understanding possible problems that might derail their Q4.0 activities.

This research provides the essential aspects of the transition from traditional quality methods like total quality management, quality assurance and quality control to a new quality approach linked with the Industry 4.0 era. The purpose of this paper is to address this issue.

The study used a survey method to obtain the practitioners' perceptions of the Quality 4.0 (Q4.0) concepts. Both closed-ended and open-ended structured questionnaires assessed the perceptions of respondents regarding manufacturers' readiness and Q4.0 awareness to transition to Q4.0. Non-probability and purposive sampling tactics selected 15 Tanzanian manufacturing industries (TMIs). Garnered data were scrutinised quantitatively and qualitatively utilising Minitab® 20, SmartPLS 3.3.7 and MAXQADA 2020 software packages.

The results indicate that TMIs are equipped to deploy the Q4.0 approach because industrialists are familiar with the concept's characteristics and dimensions and the benefits of implementing Q4.0. Most TMIs utilise a Q3.0 method for managing quality, while some manufacturing industries have begun to apply Q4.0 leveraging technologies. The study revealed several factors influencing Q4.0 readiness in TMIs, including leveraged technology adoption, training, Q4.0 skills, infrastructures, the government set-up, top management support, Q4.0 strategy and vision, collaboration, awareness, knowledge of Q4.0, customer and supplier centeredness and organisational culture.

The implication of this study is on Q4.0 awareness creation so that industries can grab the advantages of Q4.0 leveraged technologies. Another implication is that organisational readiness factors identified in this study are critical for the effective adoption of Q4.0. The highlighted influences may be utilised as indications to determine an organisation's readiness to transition to the Q4.0 approach. This research was limited to TMIs, excluding service firms, mining, and the building and construction industry due to differences in their mode of operation.

Determining readiness factors and awareness for the Q4.0 study is probably the first amongst the seven East African countries, including Tanzania. This study thus bridges a huge gap in fulfilling the need of this research type.

This practitioner's chapter explains how the establishment of a community college system in Papua New Guinea finds its champion in the country's Prime Minister, Sir Michael Somare. This chapter also presents a veritable “how to” perspective on beginning a community college system by combining the vision from a government official with the contributions of a practitioner in the field such as Father Alphonse, who established the organic community college system in India. The author presents an argument in his chapter about how the union of theory and practice will combat unemployment, serve as an alternative entrance point for higher education, and will promote a responsible citizenry. The community college system in Papua New Guinea will, like in other examples in this section, endeavor to educate traditionally underserved populations, such as school leavers, rural youth, and women who are destitute.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

S. Xavier Alphonse is a PhD in English literature. He is the Founder Director of the Indian Centre for Research and Development of Community Education (ICRDCE), Chennai, India and former Principal of Loyola College, Chennai and former Vice Principal of St. Joseph's College, Trichy. He was a member of the University Grants Commission (UGC), New Delhi for two terms (2006-2012). Dr. Alphonse was also a member of the Distance Education Council (DEC), New Delhi. He is the chairman of National committee on Community Colleges appointed by the UGC to discuss the concept and methodology for establishment and functioning of the Community Colleges. Dr. Alphonse is a consultant to the state government of Tamilnadu for the Community College Project. He was also the consultant to the Honourable Prime Minister of Papua New Guinea for the creation of 13 community colleges in 2008. He is an authority on college autonomy in India, and pioneered the formation of community colleges as an alternative system of education for the poor and the downtrodden. He has written 73 articles and authored and edited 37 books on the Community College system and its implementation.

SINCE the year 1940, there have appeared two major reports on the Public Library system in Great Britain. The first, “The public library system of Great Britain: a report on its present condition, with proposals for post‐war re‐organisation” by Lionel R. McColvin, appeared in 1942. It suggested sweeping changes in the organisation of the public library system, more radical and far‐reaching than those embodied in the recent recommendations of the Library Association for local government reform. On library co‐operation, the report was equally radical, though certain similarities with the recommendations of the second report are apparent.

Looks at the reasons for the collapse of both regimes and considers the importance of repression with these developments. Contrasts the methods of Imperial Russia with the Bolsheviks looking at Court proceedings, prison conditions, education and propaganda in prison, exile and the secret police. Concludes that whilst social support is usually seen as essential for survival of a system, repression is not regarded as a positive element but can become the method for a system’s survival and stability.