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1. The changing landscape. We all know that the Internet is dynamic and is growing at a phenomenal rate. It is pervasive and what we thought of it six months ago is probably different to what we think today and what we will think of it in six months time. It is challenging all our previous thinking and our commercial environment.

When the Institute of Information Scientists was founded in 1958 the Internet was still germinating in the Cold War bunkers of the ARPANET, the seventeen‐year old Pele was performing his magic in the World Cup in Sweden, and librarians were still recording bits of information on 5 by 3 index cards. The 40th Anniversary Conference of the Institute which took place at the University of Sheffield from 8–11 July 1998 took place with the Net ubiquitous (well, at least in the English‐speaking countries), with Ronaldo leading the line for Brazil, and with Information Scientists confronting opportunities to remake themselves as the cutting‐edge ‘knowledge managers’ of the corporate world.

IN The age newspaper, Dennis Pryor writes: ‘Booksellers remainder them, publishers pulp them, churches and wowsers ban them, dictators burn them, students photocopy them. Marshall Mcluhan wrote them to prove they were finished.’

The purpose of this paper is to examine the spending patterns of non‐local participants and spectators at a medium‐sized international sport event, to segment their spending patterns and consider implications for the quality of each segment's event experience.

Spending in nine sectors of the economy is measured via self‐report, and respondents are segmented into five groups: spectators, athletes, coaches, officials, and other participants (e.g. media, medical staff). The daily and aggregate spend for each segment in each economic sector is calculated and compared. Regression analysis tests differences among segments for each economic sector.

Participants account for 39 per cent of aggregate spend; coaches are the biggest spenders; athletes spend relatively little. The segments spend differently on hospitality, private transportation, grocery, and retail, with spectators spending significantly more than the participant groups on hospitality and private transportation, and significantly less on groceries and merchandise. Spending in sectors normally associated with celebration and festivity accounts for only 8 per cent of total spend.

Findings are derived from a single event, but are consistent with other work, suggesting that inadequate attention is given to opportunities for festive celebration, especially among athletes.

Coaches are a particularly useful target market for retailers, whereas hoteliers and service stations should target their marketing at spectators. Event organizers should do more to build festivals.

This paper identifies the ways that different segments organize their spending at an event, and demonstrates that greater attention to festivals could enhance a sport event's overall impact.

The notion of a good library lies implicit in much service. It can rest on objective factors, like the speed with which documents are retrieved, and on subjective ones such as how helpful the library staff happen to be. Often our view draws on both. For librarians and library managers, too, there is a need to consider the goodness of the system. It may lie in its rate of satisfaction, in its market penetration, in the subtle integration of user education programmes into the curriculum, the cost‐effectiveness of the aquisition arrangements, or the work elicited from staff each week. Looking at the good library, then, impels both users and staff, clients and managers, to consider — and then test operationally — performance measures.

Though the English newspaper was born in the early 1620s, government interference prevented it from developing into a regular feature of English life. The destruction of Charles I's government in 1641–42 saw the removal of censorship, and journalism burgeoned. For 20 years newspapers developed, first as independent institutions and then as government mouthpieces. Style and presentation improved, advertising was introduced, if not in sophisticated form, and many of the features of modern journals began to appear in the often confused period of freedom and censorship.

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.

This paper addresses the practice‐derived concept of “flexible working” in order to challenge the lack of critical thinking in such facilities management (FM) research and writing. Through comparison of the field of FM with literature from other management fields, it proposes that much FM “research” is concerned with the validation of practice‐based concepts, which have been derived and implemented in small sections of specific organisations with self‐interest in their success and promotion. In so doing, it supports previous critical reflection on the lack of theoretical research in the FM field.