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Alison Curtis, Joseph Matthews, Dan Haverkamp, Charles Farley, and James Michael offer their comments on the future of library automation from their perspective as vendors. This forum updates a similar symposium published four years earlier. When read in tandem, the 1985 forum and the 1989 version cover most of the same technologies (CD‐ROM, OPACs, gateways, but not expert systems and FAX) and issues (standards, co‐operation, money) but there is a difference. It is one of emphasis. In 1985 the emphasis seemed to be on the potential of new technologies to solve problems. Today the emphasis is more on the problems to be encountered and conquered if these technologies are to reach their real potential.

The purpose of this paper is to celebrate the remarkable work of the late Emeritus Professor Michael J. Thomas, as Editor of Marketing Intelligence & Planning (MIP ) over 21 years, and Founding Editor in perpetuity.

His long‐time Assistant Editor and eventual successor trawls the back issues and plumbs the depths of his own memory, to formalise the story of the man and his creation.

The undoubted success of MIP, at the time of the editorial handover the third‐most downloaded title in Emerald's massive stable, was entirely attributable to the work of its Founding Editor: his clear vision of an academic journal that was applicable to the real work of intelligence gathering and strategy planning; his extensive personal networks, his professional status, and the sheer force of his personality.

In the overheated current climate of academic research and publication, more journals should consider the merits of editorial prerogative as a precursor to formal double‐blind reviewing in the acceptance process. A strong and focused Editor is a prerequisite, of course.

The paper celebrates the history of MIP and, in the process, the life of Michael Thomas.

Companies that supply libraries with automation technology are part of the computer‐industry marketplace. However, vendors that serve the library component of this marketplace face problems not typical of the industry as a whole. Significant and unique problems include the protracted selection processes employed by libraries, the very slow and drawn‐out payment cycles, the dependence of the libraries on vendors, and the adversarial relationships that frequently exist between the libraries and vendors. These, and related issues, are discussed by representatives of eight prominent automation firms: Joseph R. Matthews (INLEX), James J. Michael (Data Research Associates), Harry Porteous (Geac), Gene Robinson (CLSI), Stephen R. Salmon (Carlyle), Stephen Silberstein (Innovative Interfaces), Phyllis Bova Spies (OCLC Local Systems), and Harriet Valázques (Utlas).

We assessed attempts by federal and state agencies to utilize a Community Oriented Policing and Problem Solving (COPPS) approach to address endangered species and natural resource protection issues in two watersheds in Washington State involving listed species of salmon, steelhead and bull trout. In the wake of the listing of these species, NOAA Fisheries and the Washington Department of Fish and Wildlife (WDFW) joined to implement a multi-party collaboration to enforcement termed Resource-Oriented Enforcement (ROE). We sought to determine if federal and state resource agencies can collaborate effectively and if collaborative approaches can achieve short- and long-term resource protection goals. A citizen mail survey (n=800+ in each location) and extensive personal interviews with key actors were conducted to assemble evidence on the degree of success achieved in implementing ROE. Observed results suggest that collaboration can

The purpose of this paper is to reveal insights into the relationship between migrant communities and the hospitality industry by examining the case study of Irish migrants into nineteenth century Victoria in Australia.

The paper provides examples of the pattern of engagement with the hospitality industry as well as individual and family stories that highlight how hotel‐keeping and the service of alcohol in Melbourne and regional Victoria in the mid‐to‐late 1800s, was a key element in social improvement and mobility of Irish migrants at that time.

Although the relationship between the English and the Irish in the nineteenth century could be classified as difficult, the tensions that characterised Anglo‐Irish relations in a European context were remarkably absent in colonial Australia. This paper describes how conditions in the colonies when the majority of Irish migrants arrived allowed them to use the hospitality industry to improve their social standing and to consolidate their position in Australian society.

Migration presents an interesting interface between host communities and guest migrants, which go to the heart of hospitality. In addition, this case study suggests there are some interesting avenues to be followed by exploring cases of other migrant communities both in their relationships with hosts, but also in the opportunities offered by the hospitality industry for opportunities denied to migrants in wider community.

The opportunities offered to migrants in the hospitality industry can provide a useful means of engagement for migrants into host communities through employment, and more importantly through the cultural interface allowed through hospitality enterprises whereby the migrant as guest acts as host to host community members in hospitality entrepreneurship.

The paper has value to both practitioners and academics because it provides an example of migrant experiences and the opportunities presented by the hospitality industry for employment, entrepreneurship and ultimately community integration.

Representatives of six prominent library system vendors—Joseph R. Matthews (Inlex), Mike Monahan (Geac), Kelvin Browne (Utlas), Carl Lee (VTLS), Michael J. Mellinger (Data Research) and Stephen R. Salmon (Carlyle)—address the key issues related to system performance. From their experiences and perspectives as vendors, they address the issues of 1) designing, configuring and sizing systems, 2) the establishment of performance criteria, 3) the use of benchmark and acceptance tests, 4) the risks of miscalculations, 5) the roles of the vendor, consultant and library, and 6) related topics.

A topic currently receiving significant academic and practitioner attention is called evidence-based management. The purpose of this paper is to suggest that this approach is sometimes over-sold and may be a fad. Additionally, evidence-based management fails to fully recognize the importance of tacit knowledge, what Kahneman calls system 1. Evidence-based management does provide tools to better use what Kahneman calls system 2, rationality. Decision-makers need to take advantage of both rational and beyond rational processes.

This is an essay, it is not a report of a study. At this point in time, this paper needs thinking, reflection, pondering, more than a data-based study.

Advocates promote evidence-based management in part to help avoid fads, yet evidence-based management itself has many of the characteristics of a fad. Evidence-based management is based on an objective rational view of the world and suggests highly rational methods of decision-making. However, a rational fact-based might not give sufficient credit to instinct and feelings. Decision-makers should take into account facts, evidence, when making decisions, but not ignore intuition, hunches and feelings. This study is learning that decisions use a galaxy of approaches, with both cognitive and affective flexibility.

As with any opinion-based paper, this lacks empirical support. Proponents ask us to believe in evidence-based management. Neither we, the authors of this paper, nor the proponents of evidence-based management can empirically support the ideas offered. An additional limitation is that the paper is written in one language, English. Translation into another language might yield different meanings.

There are advantages for scholars and practitioners to look at the best available evidence. There can be disadvantages in overlooking non-quantifiable factors.

Those who use evidence-based management should also take into account feelings, ethics, aesthetics, creativity, for the betterment of society. To solve wicked problems one needs more than facts and rational analysis.

The overwhelming majority of those writing about evidence-based management are supporters. This study offers a different view. This paper brings new ideas and new thinking to both the extensive fad literature and the huge evidence-based management literature. Evidence-based management is discussed widely. Google Scholar lists more than two million papers in 2019, 2020 and 2021 on evidence-based management. Readers of this journal should critically evaluate this popular set of ideas.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

This paper intends to explore the relationship between participants' eye fixations (a measure of attention) and durations (a measure of concentration) on areas of interest within a range of online articles and their levels of information discernment (a sub-process of information literacy characterising how participants make judgements about information).

Eye-tracking equipment was used as a proxy measure for reading behaviour by recording eye-fixations, dwell times and regressions in males aged 18–24 (n = 48). Participants' level of information discernment was determined using a quantitative questionnaire.

Data indicates a relationship between participants' level of information discernment and their viewing behaviours within the articles' area of interest. Those who score highly on an information discernment questionnaire tended to interrogate the online article in a structured and linear way. Those with high-level information discernment are more likely to pay attention to an article's textual and graphical information than those exhibiting low-level information discernment. Conversely, participants with low-level information discernment indicated a lack of curiosity by not interrogating the entire article. They were unsystematic in their saccadic movements spending significantly longer viewing irrelevant areas.

The most profound consequence is that those with low-level information discernment, through a lack of curiosity in particular, could base their health, workplace, political or everyday decisions on sub-optimal engagement with and comprehension of information or misinformation (such as fake news).

Ground-breaking analysis of the relationship between a persons' self-reported level of information literacy (information discernment specifically) and objective measures of reading behaviour.

Trust and culture are common themes in leadership literature and research. The purpose of this paper is it to describe an emergent model of trust-culture leadership from the comments of local government managers in the USA. The environment of local government requires a level of trust between government and citizens. Comments from local government managers suggest trust is also a component of leading public organizations. The elements of the model culled from practical insights serve to both verify and elucidate much of what is found in leadership theory in a local government context.

This research is based on qualitative interviews of practicing local government managers coupled with an analysis of essays on leadership also written by local government managers.

The research indicates eight elements of a model divided into three categories (descriptions of leadership in practice, tools and behaviors, and approaches to followers) that help to both describe and perhaps prescribe the work of trust-culture leadership in a local government context.

While some of what is summarized below is found in leadership literature already, the fact that these elements of leadership are intuitive to local government managers and internalized in their practice is significant. Linking both trust and culture in leadership literature is limited, and linking them both to the practical insights of public managers is even more unique. The findings verify that public leaders at the local level actually engage in leadership of a particular sort, that of trust-culture leadership. It highlights the priority of trust in local government administration. The elements of the model serve to offer public managers specific things to focus on to promote trust-culture leadership and suggest to public leadership scholars specific avenues for further investigation.