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In this paper we present an account of an undergraduate team‐based assignment designed to facilitate, exhibit and record team‐working skills in an e‐mediated environment. By linking the student feedback received to Hofstede’s classic model of cultural dimensions we aim to show the assignment’s suitability in revealing the student’s multi‐cultural context. In addition to anecdotal evidence we also present a quantitative analysis that shows that the desired learning outcomes have been met. In a further discussion we show how the qualitative data collected can be used to quantitatively determine a cultural fingerprint of the groups that is useful to predict the team’s suitability for a given task in a real‐world project.

The purpose of this paper is to investigate the impact of culture on information security in a developing country's view.

Two questionnaires adopted from the GLOBE project and OCAI were used to collect quantitative data on national and organisational culture. Also, a face to face semi‐structured interview was used to get insight into deep‐rooted issues concerning information security in the study environment. In addition, a previous study was used to find correlation of the data in this study.

The findings show that national culture has more influence than organisation culture on information security. We find that the dimensions that influence information security are Power Distance, Uncertainty Avoidance, In‐Group Collectivism, and Future Orientation.

This research was conducted in a public sector environment with employees thereby limiting external validity. Also, the population of the survey was small to make a generalisation of the findings. Also, the length of the questionnaire and complexity of questions put off many potential respondents.

Culture has impact on information security implementation and therefore the results imply that some consideration should be given when implementing information security models.

This study is important because it empirically correlates information security with cultural dimensions in a developing country's environment.

Discusses some of the problems associated with the requirements and the prospects for international standards for the exchange of bibliographic records in machine‐readable form: the various roles of national bibliographies and national libraries; a lack of international cataloging standards; a lack of an international subject control system; language difficulties; character sets and codes; and nonroman alphabets. Explains that these problems lie behind the development of various MARC formats out of UNIMARC. In this final part of a four‐part article, describes the formats for South Africa, Taiwan, Japan, Croatia and Germany and indicates the points of difference and local requirements.

Surveys the evolution and development of various MARC formats out of UKMARC. Describes the formats for Australia, Thailand, Italy and Singapore and indicates their main points of difference and local requirements.

Self-inflicted crises (SIC)– either intentionally induced or at least carelessly accepted – can tremendously damage a corporation’s reputation and legitimacy in the eyes of the stakeholders. While academia usually advices companies to accept full responsibility, practice shows that by far not all companies rely on such a responsible strategy. In practice, corporations choose various response strategies ranging from apologies, over diminishing approaches to full denials. By investigating a large data set embracing several countries and industries covering 696 cases of SIC, the authors analyze how corporations respond to such events and compare these response strategies across countries and types of crises.

This book chapter follows a domain-spanning approach by combining corporate social responsibility (CSR), crisis management, and stakeholder management to investigate how companies aim at solving crises. Drawing on attribution theory and situational crisis communication theory, the results reveal that corporations often do not follow the prevailing recommendation to take responsibility. The authors find that in the majority of cases, internationally active corporations try to deny or diminish their responsibility for the crises. Hence, the findings suggest that the concept of CSR is not working in the case of SIC since not only the existence of such corporate behavior but also the use of denial and diminish strategies contradicts the idea of corporate responsibility. Moreover, the authors shed light on possible differences and preferences toward a specific response strategy between countries and between different types of crises.

The authors contribute to the growing literature in the field of crisis management and crisis response strategies by investigating a large data set embracing several countries and industries. In this regard, the study differs from previous qualitative studies and experimental research as it is based on a large cross-country and cross-company set of secondary data. Thereby, the study allows drawing conclusions for a wide range of corporations and countries, hence increasing its general applicability.

Saztec Europe forms new division. Saztec Europe has formed a new division which will specifically concentrate on marketing its services to European libraries. Chris Dowd and Glenda Rousseau, who have 30 years of bibliographic services experience between them, head a team of 10 specialists in London and Scotland. Detailed knowledge and experience in multilingual database creation are claimed. Talks are currently taking place with European national libraries on the prospects for further work of this kind. Conrad Lealand, Managing Director of Saztec Europe, said he believed a number of major catalogue conversions would take place during the next four years.

Intrinsic values to the field of special education include advocacy, inclusivity, individuality, and empiricism. From early days of providing custodial care in segregated settings, special education has evolved into a program that seeks to educate students with a wide range of learning needs in inclusive settings and identify a robust research base that informs its policies and practices. Important concepts such as inclusion and continuum of services have not only been valuable in conceptualizing and in providing intervention for students with disabilities but have also been valuable in advancing the field. Research in special education and students with disabilities has been instrumental in moving the field forward. In the future, special education will continue to be valuable in supporting students whose learning and survival needs deviate from the norm in meaningful ways by delivering responsive evidence-based instruction.

Motivation is a widely explored topic and numerous studies have been done to determine motivation importance and implementation. However, no studies have been identified that investigate what motivators are most important to physicians and if physician leaders agree with the importance physicians place on specific motivational aspects. The purpose of this paper is to investigate this missed management learning opportunity.

A fully inclusive sampling of all (n=2,547) public-practice physicians and physician leaders (clinic and hospital employed, non-private practice) in Minneapolis and St. Paul Minnesota was conducted in the summer and fall of 2013. The surveys were sent in a link via a web survey software program by the study researchers. The surveys were anonymous and minimally intrusive, asking only for perspectives regarding the most important motivational elements by physicians and physician leaders.

Generally, the responses were surprisingly similar between physicians and physician leaders. The two statistically different motivators – interesting work and job security – were ranked as more important by physicians than the physician leaders. This suggests that leaders should be more attentive to ensuring variety, challenge, and engagement is an active part of the physicians’ work. This also suggests that managers should emphasize and reinforce the fact that – if it is the case – jobs are secure and that staffing stability is a key goal for management. As Kovach (1987) suggests, as employees’ income increases, money becomes less of a motivator and as employees get older, interesting work becomes more of a motivator.

Conclusions and generalizations can be made about the population sampled.

The two statistically different motivators – interesting work and job security – were ranked as more important by physicians than the physician leaders. This suggests that leaders should be more attentive to ensuring variety, challenge, and engagement is an active part of the physicians’ work. This also suggests that managers should emphasize and reinforce the fact that – if it is the case – jobs are secure and that staffing stability is a key goal for management.

As this study reveals, physicians have clear preferences when it comes to workplace motivation. It is not unreasonable then to determine that the more satisfied the employee, the better he or she will perform. Accordingly, the environment that managers create for their employees must be one that is constructive to positive energy. If employees feel happy when they are working, then they will be naturally encouraged to work, thus producing improved quality healthcare for patients.

What are the most important motivators for physicians and do physician leaders understand what motivators are to enhance physician productivity, well-being, and morale? Answers to this question may be beneficial to designing leadership education that enhances the understanding of the impact effectively identified and effectively applied motivation techniques may have on employee behavior and attitudes. Insights will also benefit the design of motivational structures and methods in the healthcare workplace.

Theories of collaboration exist at the interfirm and intergroup level, but not the intragroup or team level. Team interactions are often framed in terms of leadership and followership, a categorization which may, or may not, accurately reflect the dynamics of intragroup interactions. To create a grounded theory of collaboration, the Farmer’s Exercise was given to groups of students, their interactions were recorded and post-exercise interviews of participants and observers were done. From a detailed analysis of the recordings and interviews a grounded theory of collaboration was developed. Two broad categories of collaborative behavior formed the frame of the theory that we call Collaborative Theory (CT). The first category, Individual First, is composed of three causal themes: turn-taking, observing or doing, and status seeking. The second category, Team First, also has three causal themes: influencing others, organizing work, and building group cohesion. This second theme can be identified with managerial and leadership action but we argue that it need not. Although this is a preliminary study subject to further validation and testing, CT already identifies collaborative behaviors that shed new light on intragroup interactions.