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The authors led an interdisciplinary team that developed recommendations for building a “culture of environmental sustainability” at the University of Michigan (UM), and the purpose of this paper is to provide guidance on how other institutions might promote pro‐environmental behaviors on their campuses.

The authors synthesize research on fostering environmental behavior, analyze how current campus sustainability efforts align with that research, and describe how they developed research‐based recommendations to increase environmental sustainability on the UM campus.

Analyses of prior research suggest that there are five factors that influence individuals' pro‐environment behaviors: knowledge of issues; knowledge of procedures; social incentives; material incentives; and prompts/reminders. Given these factors, UM should pursue three types of activities to support the development of pro‐environment behaviors: education, engagement, and assessment.

The specific recommendations in this report are for the University of Michigan. However, other institutions interested in fostering a culture of environmental sustainability might benefit from undertaking similar comprehensive assessments of how they could support community members' development of pro‐environment behavior and knowledge.

The paper builds on prior research to offer a new vision for how to develop a culture of environmental sustainability on a large university campus.

The paper aims to focus on organizational and institutional strategies, including a case study from the University of Tennessee, concerned with recruiting librarians from diverse backgrounds.

Programs from the Association for Research Libraries, the American Library Association, OCLC, and IFLA for recruiting librarians from diverse backgrounds are reviewed. An in‐depth case study of the University of Tennessee Diversity Libraries Residency Program is included to provide a detailed example of a successful program and its contributions locally and to the research library field.

The paper provides strategies and a catalyst for other organizations and institutions to develop robust recruitment programs for a diverse workforce in academic libraries.

This paper lays out strategies for robust diversity recruiting activities at the organizational and institutional level using the University of Tennessee's experiences as a basis for discussion.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

The Center for Women’s Business Research estimates women are now the majority owners in 6.7 million privately held businesses in the United States and equal owners in another 4.0 million firms. When part owners in multiple businesses are included the female ownership total climbs to an estimated 15.6 million businesses. Women majority owners account for nearly half (48 per cent) of the privately‐held firms in the United States. Their businesses generate $2.46 trillion in sales. They employ 19.1 million people and spend an estimated $492 billion on salaries and $54 billion on employee benefits. The number of women‐owned firms increases at twice the rate of all new firms (14 per cent versus 7 per cent) and the number of employees nearly as fast (30 per cent versus 18 per cent). Women owners are rapidly moving into all industries, with the fastest growth percentages in the fields of construction (30 per cent), transportation, communications and public utilities (28 per cent) and agricultural services (24 per cent). Worldwide, with women entrepreneurs in under developed countries leading the way, women‐owned firms now comprise between one‐fourth and one‐third of all businesses. Given the numbers, it would be almost impossible to overestimate the impact of women owned businesses in today’s global economy.

The purpose of this article is to consider how project leadership knowledge and behaviour influence project team trust and social capital development and use in the context of a global HR information systems project.

A comparative interpretive case study approach was used, including interviews (n=45) and participant observation with members at all levels of the two examined projects. Interpretive patterns from situated activities enabled inferences to be drawn about different types of project leader (PL) knowledge and behaviours and trust and the bridging and bonding aspects of social capital.

PLs need to apply knowledge in three areas in order for trust to develop within the project team (external leadership, internal leadership and hybrid leadership), which in turn is a necessary pre‐condition for the development and exploitation of social capital, a significant influence on project success.

The choice of two extreme cases (one where trust did not develop and one where trust did) means that further research is needed to corroborate the findings in order to make generalisations.

The study highlights ways in which a PL can foster the development of trust in the context of complex cross‐cultural, cross‐functional IS project teams. The study identifies how there are different types of trust that need to be generated and how this depends on good internal, external and hybrid PL leadership.

The study highlights the importance of different types of trust for being able to exploit social capital at the project level that has not been studied explicitly in the literature.

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.