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The Jason Bourne series of films (2002–2016) are widely acknowledged with helping to successfully re-invent the action thriller genre in the 2000s by focusing more on motivation and plot than over-the-top spectacle. Featuring a profoundly wounded son figure in the titular character, the films are indicative of an awareness of the vulnerabilities and reactions of a fatherless masculinity within a post-Cold War political reality.

This chapter will argue that Bourne's onscreen pain and subsequent violent responses to his various narrative predicaments are a result of being repeatedly betrayed by a series of older males, in many cases, father surrogates. Bourne's experience of this paternal disruption and betrayal is the key psychological motivating factor, with the films and the story arc of the character only being resolved when both he and the audience finally discover and reconcile the role that his biological father played in shaping his destiny and his life. This ‘father hunger’ – in effect a need for a continuative masculinity – that Jason Bourne experiences, and that is arguably at the heart of the franchise, will be analysed and explored within the contexts of post-Jungian screen theory. Alongside the deliberately casting of ‘quality’ actors (such as Brian Cox, Joan Allen, Tommy Lee Jones, David Strathairn) and other formalist elements of the text, archetypal energies and symbolism are also rife throughout the film, and can be, in part, credited with the critical and commercial success of the films. Finally, the films are put in their cinematic context in terms of the influence they subsequently exerted on other action film franchises – particularly James Bond (1962 to present).

All too often creative projects are established by a charismatic worker and, despite winning golden opinions for their work, they remain essentially a jewel in their own locality rather than being replicated elsewhere. Not so with the well‐known ‘Feathers’ project which began in the vicinity of the pub of that name in downtown Greenwich, South East London. The project, which was originally set up by Ronnie Wilson and Caroline Furnivall, has been replicated in several different parts of the country. This account from Sheffield looks at the lessons for good practice from one experience of the replication process.

Digital transformation shapes industries and influences the forms of collaboration between companies. This study aims to investigate digital business strategy as a key to facilitating collaboration beyond organizational boundaries.

The study focuses on the connection between digital business strategy and collaboration performance. The authors identify five types of digital business strategy elements based on the literature: development, objectives, resources, management capabilities, and digital leadership. The authors then studied the implications of these elements for collaboration performance using a survey. The study’s empirical data were collected from manufacturing and service companies, and 202 valid responses were received. The implications of the research elements were tested through regression analysis, which included the moderating effects of digitally enabled performance measurement.

The theoretical research framework identifies digital business strategy as a key determinant of collaboration performance, thus advancing the understanding of how companies can utilize digital business strategies and achieve enhanced collaboration performance. The results also show that the effect of digital business strategy on collaboration performance may be moderated by digitally enabled performance management.

The results suggest that management capabilities associated with digital strategy are a crucial element in positively influencing collaboration performance. Further, digital strategy-related resources can be better managed with digitally enabled performance measurement system, which is reflected in improved collaborative performance. Thus, companies should invest in management capabilities and connect their digital business strategies and performance measurement systems to develop collaboration in digital transformation.

The study is among the first to translate an empirical understanding of the digital transformation of small and medium-sized companies into a conceptual framework of a digital business strategy.

Briticent has introduced a new rugged inspection lamp/handlamp which operates off DC supplies.

This study aims to focus on the connection between digital business strategy and performance measurement and management (PMM).

The implications of digital business strategy and its dimensions with regard to PMM were investigated through a survey. The survey questionnaire provided 202 valid cases with a focus on senior management of small- and medium-sized enterprises. Strategic dimensions were identified from the literature on management in the context of digitalization to build a theoretical framework that highlights the mechanisms that companies should focus on when managing and implementing digital technologies successfully.

The aspects that comprise digital business strategy are grouped into five major dimensions: technological understanding, goals, resources, management and responsibilities. The study reveals a direct and positive relationship between goals and management related to digital business strategy and PMM.

The study contributes to the existing PMM literature in the context of digitalization.

The results indicate that if a company has excellent goals and management with regard to its digital business strategy, it uses PMM in a more successful and effective way.

To the best of the authors’ knowledge, this study is among the first to examine PMM in terms of managing digital business strategy by trying to determine the extent to which the elements of digital business strategy can be integrated effectively into PMM.

The purpose of this paper is to respond to recent calls for understanding how multiple management control (MC) and performance measurement (PM) systems are used simultaneously for managing performance, particularly in the context of small- and medium-sized enterprises (SMEs).

Data are collected during an in-depth case study of MC and PM and management practices in a Dutch SME using multiple data sources and elicitation methods, including interviews and participant observations.

This study identifies managerial practices that enable the interplay of the four control systems – beliefs, boundaries, diagnostic and interactive – helping the organization manage organizational tensions in relation to short- and long-term focus, predictable goal achievement and search for new opportunities, internal and external focus, and control and creativity.

This paper advances the research on integrating multiple aspects of performance management, particularly technical and social. This research is based on a single case study; future qualitative and quantitative studies could explore the interplay between the four control systems in other settings and explore the relationship between control systems and leadership style.

Managing performance requires active and continuous use of all four control systems. This is particularly salient in SMEs where less formal controls play a key role and where balance needs to be ensured despite the lack of managerial processes and capabilities.

The findings advance PM and management theory and practice in the context of SMEs.

Lawrence Industries, Mitcham Industrial Estate, Streatham Road, Mitcham, Surrey CR4 2AP, market the Engelhard ASP range of aluminium silicates and the Reichard Coulston iron oxides — both from the USA. The latter have recently added 1475SS iron oxide to their range, which is recommended for top quality primers. It is a naturally occurring high iron content ore which has been thermally treated to improve its chemical properties and lower the water soluble salts content.

This paper aims to give an overview of OpenCon 2014, organized by the Right to Research Coalition, SPARC (The Scholarly Publishing and Academic Resources Coalition) and an organizing committee of students and early career researchers from around the world that took place between the 14th and 17th of November 2014 in Washington DC.

A narrative approach was used to describe events.

OpenCon 2014 is an exciting new conference that targets early career librarians and researchers who are involved with and/or interested in aspects of the open-access movement. It is attempting to galvanize the upcoming generation of scholars to demand more of traditional publishing models by bringing together a selective group that spans diverse interests and experience levels.

This report outlines the author's takeaways and opinions concerning the events of the conference, as well as identifies some of the themes and issues that were relevant to librarians in research institutions.

Looks at the distinctive Australian background and the features of the national communication culture that may impact on business life as well as those of the traditional executive culture. Brings out the specifics of the Australian management style from a foreign viewpoint, looking at what differences exist compared to New Zealand, the United States and Asian countries. Concludes that Australians need to develop understanding of the global market whilst retaining their easy regard in which they are held.

An area navigation system, RNAV, has dual way‐point selection for advance flight programming and tenth unit readouts for better navigation accuracy. Slant range corrected, linearised horizontal guidance circuits provide constant course widths regardless of distance from VOR stations. Course width (full scale needle deflection on course deviation indicator) is ±5 miles in the ENROUTE Mode and ±1·25 miles in the APPROACH Mode. Distance‐proportional, zero‐time‐lag filtering is included to provide instantaneous course deviation data in cross track manoeuvres.