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The Australian social and political environments have broadened the traditional “public affairs” function to include specific tools, such as environmental communication, corporate giving, issues management and community relations. Future trends indicate a more strategic “public affairs” focus.

This paper deals with the rationales which prevail in the organisation of the communication function of international companies, ie the reasons which govern this organisation and the principal patterns and underlying conceptions of corporate communication. Beyond the logic or absence of logic in this organisation, one should be able to contribute to knowledge of communication in the following areas: what conceptions (definition) of corporate communication does this organisation manifest? What are the main patterns in the organisation of communication according to business field and to country? Are some better than others? To what extent does this organisation depend on managerial cultures (national culture, culture of the business sector, management style, culture of the company, etc…)? This paper was written from a survey conducted in the chair ‘Communication et Management’ of ESSEC, Graduate School of Management, in 1995. Its results appeared in International Public Relations Review, IPRA, Volume 16, 1995.

Throughout Europe, recruitment tools appear remarkably similar. The tools most used across Europe to recruit executives for a company are: application forms, employment interviews and tests. How these vary across Europe is the purpose of the description found in the article. However, behind the various application forms, the manner in which selection interviews are conducted, and the uses made of certain tests, what emerges is the attachment of these tools to the national cultures from which they issue. It is this variety of these instruments and their modes of use which this article discusses.

Argues that although the four Nordic countries are commonly lumped together, given their historical ties, they show many differences. While all share a deeply rooted love of nature and solitude, the prevailing egalitarianism in these countries manifests itself differently when it comes to management or communication. Finland has the most autocratic management style but Norway, which shares a similar literary tradition has a very participative management style. While unions play an important role in Norway and Sweden, Denmark and Finland avoid collective bargaining and manage less democratically. The adjustments required by a Euromanager to adapt to the Nordic lifestyles are very demanding, requiring corporations to select and filter candidates seriously for any Scandinavian mission. Outlines the main characteristics of the people of the four Nordic countries, both on a personal level and in a work context. Compares and contrasts the management styles of the four countries.

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.

Based on a 15‐country study in western Europe, examines management and communication styles through a wide‐ranging interview schedule. In the context of national and business cultures, explores the dimensions of communications beliefs and practices, and draws out their interrelationships with managerial style. Conclusions indicate some unexpected cultural clusters and point to future research directions.

Addresses the cultural dimension of uncertainty avoidance (UA), of US and German staffing decisions – but uses a different viewpoint. Discusses and challenges the hitherto accepted meaning of individual positions of countries UA, using Höfstede’s guide. Adumbrates the concept of UA at the two levels of society and organization, linking the two levels. Concludes that low Höfstede UA index does not necessarily mean no or little need for certainty even in France and Denmark.

The purpose of this paper is to address a somewhat under‐researched aspect of readers' advisory services in public libraries in North America, namely, readers' advisory for immigrant readers, with a particular emphasis on the readers' advisory interaction/interview.

The argument draws on the review of relevant scholarly and professional literature and the author's experience in working with immigrant readers.

It is suggested that public libraries in North America are not actively involved in providing readers' advisory services to immigrant readers aside from developing and maintaining multilingual collections. This trend in readers' advisory practices is clearly reflected in professional and scholarly publications of the field. It is argued that personal interactions with immigrant readers, in the context of the readers' advisory interview, can be an efficient way to engage immigrant readers in the life of the host society, thus fostering their socio‐cultural integration beyond information needs and basic coping skills.

The paper offers practical insights and suggestions for the enhancement of readers' advisory interactions with immigrant readers in public libraries. It also places readers' advisory interactions with immigrant readers in the broader context of readers' advisory practices, public library services to immigrant users, and the theory of readers' advisory interviews.