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This work aims to provide a report on adopting a consortial model of collaboration toward understanding digital preservation practice.

This work provides a case study detailing the work and outcomes of a digital preservation pilot project undertaken by the Five College Libraries between 2014 and 2015.

Digital preservation is a broad endeavor and rapidly developing facet of digital collections and institutional repositories; yet, it is often an area that is not fully understood or implemented by many libraries and archives, largely because institutions lack the necessary resources to do it alone. Working across institutional lines provides a possible solution to overcoming resource limitations and general challenges for pursuing robust digital preservation programs.

Findings reported in this work are based on a limited-scope pilot project. Several questions laid out during the pilot remain unanswered at its close.

This paper provides insight into an experimental process rarely reported in library and information science literature. The goal of the paper is to provide a reference point for institutions pursuing a consortial approach to the challenges of applied digital preservation practice.

Neural networks offer an alternative to numerical scoring schemes for credit granting and extension decisions. A standard back‐ propagation neural network running on a DOS personal computer is used with 125 credit applicants whose loan outcomes are known. Applicant characteristics are described as input neurons receiving values representing the individuals' demographic and credit information. Three categories of payment history, delinquent, charged‐off, and paid‐off, are used as the networks output neurons to depict the loan outcomes. After training on part of the data, correct classifications were made on 76–80% of the holdout sample.

I'VE said it before, and I'll say it again: Eastbourne is an excellent place for a conference, and I set out for it after five years' absence with the hope that its handsome and genial presence would produce something better than the mixture of ordinary, obvious and sometimes inaudible papers that have been a constituent of more than one intervening conference. That towns can affect such occasions is no doubt a farfetched conceit, but they certainly affect me; as soon as I arrived the environmental magic worked, and old friends and new faces were seen in the golden light of perfect autumn weather.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Certain features of collective bargaining have, over time, promoted uniformity and sometimes inflexibility in teacher policy and negotiated contracts. From the start, the National Labor Relations Act (NLRA) – passed in 1935 to regulate unionization and collective bargaining in the private, industrial sector – served as the template for state labor laws regulating education. The framers of the NLRA never had the needs of the public sector or schools in mind. Yet the 35 states that now require collective bargaining for teachers have drawn on the NLRA’s procedures and standards. For example, they have used the NLRA for defining how teachers organize and are represented; what constitutes an unfair labor practice; and how obligatory membership or dues provide union security (e.g. agency shop, union shop). They have also drawn on the NLRA to define what range of issues can be bargained; whether strikes are legal; and what processes are used to resolve an impasse (e.g. mediation, fact finding, binding arbitration, or all three).¹ Although the laws of the 35 states show some important variations, their similarity is more striking than their differences. Jessup (1985) concluded that the narrow scope of bargaining established by New York’s Taylor Law “severely restricted the range of concerns teachers could productively bring to the bargaining table” (p. 195).

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

I argue that while research on collective emotions is gaining in popularity, there has not been sufficient attention paid to understanding the mechanisms that explain how and why group emotions influence group outcomes. The goal of this chapter is to fill this gap by introducing group-member interactions as a group-level mechanism. I explore how positive and negative collective emotions in workgroups link to different types of member interactions, which in turn, influence group outcomes. Finally, I discuss the theoretical contributions of the research and the implications for future research on workgroup emotions and member interactions.

Purpose – The purpose of this chapter is to explore the implications of viewing group decision-making through the lens of a social dilemma.

Design/methodology/approach – The chapter reviews the literature on why group decision-making often fails to live up to its potential, and then applies the social dilemma perspective to develop new insights about how the limitations of group decision-making might be overcome.

Findings – Applying the social dilemma perspective to group decision-making provides several prescriptions for group decision-making improvement by highlighting a critical distinction between participation and engagement.

Limitations – An important limitation of applying the social dilemma perspective to group decision-making is that improving group engagement by redefining member duty carries the risk of energizing dissent that only questions the group's answer and not the group's question.

Practical implications – The chapter refocuses the dialogue about group decision-making effectiveness away from “just” participation to include group member engagement.

Social implications – A key social implication of this chapter is that all social behavior represents a social dilemma, and that viewing everyday social activities (such as group decision-making) as social dilemmas can help identify new ways to understand cooperation failures and thereby improve future cooperation in groups.

Originality/value – The chapter extends and re-energizes research on group decision-making by providing a fresh lens – the social dilemma perspective – through which to understand and improve group decision-making failures.

An old, often‐paraphrased adage (generally attributed to Georges Clemenceau) suggests that “war is too important to be left to the generals”. Similarly, military privatization/outsourcing is too important to be left to civilian accountants. The concept brings fear to labor unions and bureaucrats, and is a source of considerable risk. This paper examines potential benefits and potential problems associated with such privatization and outsourcing, alongside the cultural and psychological barriers to its acceptance.