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To explain why spiritual intelligence can make a difference to the way in which people manage work and lead others in the workplace.

Contends that, while many people think there is nothing spiritual about work and the workplace, there are many areas of working life in which spiritual intelligence can be applied.

Highlights the importance of spiritual intelligence in: personal security and how that affects personal effectiveness; building relationships and inter‐personal understanding; and managing change and removing the roadblocks.

Provides plenty to interest specialists in human resource management.

Demonstrates that, while rational intelligence manages facts and information, using logic and analysis to make decisions, emotional intelligence is needed to understand and control one's emotions and feelings, while being sensitive to the feelings of others.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Reed buys MDC and maps out European plans … European expansion is a key element in the acquisition of Mead Data Central by Reed Elsevier, according to MDC's President, Rod Everhart. A name change is also in the works, as is the loading of Reed Elsevier databases.

In two previous articles, this author drew attention to the importance of the linguistic resources of legitimising principles, and the uses of ideology and rhetoric in bargaining and negotiation. It was argued that if we are fully to understand the processes of power in organisations generally, and in industrial relations in particular, we need to study in more detail the nature and uses of ideology, legitimising principles and rhetoric, and the ways in which these are used continually to reinforce and reproduce structures of power and domination. Illustrative material from an engineering company, Bettavalve Placid, was used to demonstrate the nature of some of these processes.

United States Air Force (USAF) acquisition programs have historically suffered from extended acquisition cycle times and cost and schedule overruns. Department of Defense senior leadership has called for "transformation" of the acquisition process. In this article, we investigate an Evolutionary Acquisition (EA) strategy and the spiral development process. This article presents the case study analysis of three USAF acquisition programs: Global Hawk, B-2 Bomber, and Unmanned Combat Air Vehicle (UCAV). Data were collected through extensive literature review, interviews with acquisition experts from the three program offices, and completed questionnaires from members of Air Force Materiel Command’s (AFMC) Acquisition Center of Excellence (ACE), Aeronautical Systems Center’s (ASC) Transformation Team, and ASC’s ACE.

NEXIS and DIALOG both offer full‐text online coverage of the magazine Business Week, while ABI/INFORM Global Edition on CDROM provides abstracts. A comparison of all three systems shows mixed results. DIALOG had the most records for two narrow topics, while NEXIS was superior when the search topic was broader. Although retrieving fewer items than the full‐text systems, ABI/INFORM had a considerable amount of material. With the difficulty of choosing between costly full‐text systems, settling for abstracts on CDROM may be an alternative for the researcher.

Flextronic Ltd, a UK leader in the manufacture and assembly of flexible circuits, have appointed Rob Lomer to the post of Quality Manager for both of their Chichester sites. Mr Lomer has extensive quality management experience in the electronics environment, having introduced total quality management initiatives as well as statistical process control in previous posts. He is also intimately familiar with BS 7000/BS 5750 and ISO 9000/ EN 2900 in the USA as well as in the UK and mainland Europe.

Serviced offices are popular, offering many services and facilities to attract tenants. As research showed that most business centres occupy similar buildings, services are important to differentiate. All kinds of people use them (from freelancers to employees of large corporates) and their characteristics are likely to influence how they value different services. This study aims to identify which services/facilities are perceived as most important and whether end-user characteristics explain differences between users regarding these preferences. Serviced office owners and operators can use the insights obtained from this study to differentiate their product offer from competitors and aim for specific tenant market segments.

Data were collected through a questionnaire among 137 end-users in 13 serviced offices in The Netherlands. With principal component analysis, 31 services and facilities could be reduced to six independent factors and four additional services. Multiple regression analysis was used to determine effects of user characteristics (employee demographics, job characteristics and reasons for using serviced offices) on perceived importance of each service/facility (factor).

Results showed that organisational characteristics had little effect on perceived importance of services and facilities. Especially the time spent at the office and the reasons for using it showed effects on importance of different services and facilities. Amenities like a gym and childcare were not deemed important by most of the respondents.

So far, research on office users focused largely on single-tenant offices and large corporates. Serviced offices have only been studied from the supply side until now.