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The purpose of this paper is to expand on emergent data activism literature to draw distinctions between different types of data management practices undertaken by groups of data activists.

The authors offer three case studies that illuminate the data management strategies of these groups. Each group discussed in the case studies is devoted to representing a contentious political issue through data, but their data management practices differ in meaningful ways. The project Making Sense produces their own data on pollution in Kosovo. Fatal Encounters collects “missing data” on police homicides in the USA. The Environmental Data Governance Initiative hopes to keep vulnerable US data on climate change and environmental injustices in the public domain.

In analysing the three case studies, the authors surface how temporal dimensions, geographic scale and sociotechnical politics influence their differing data management strategies.

The authors build upon extant literature on data management infrastructure, which primarily discusses how these practices manifest in scientific and institutional research settings, to analyse how data management infrastructure is often crucial to social movements that rely on data to surface political issues.

To summarize and analyse four opinions issued in May and July 2017 by the European Securities and Markets Authority (“ESMA”) concerning regulatory and supervisory arbitrage risks that arise as a result of increased requests from financial market participants to relocate activities and functions in the EU27 following the UK’s decision to withdraw from the EU, and the expected regulatory response to those risks.

Discusses the possible relocation of financial firms, activities and functions following the UK’s decision to withdraw from EU; the resulting cross-sectoral regulatory and supervisory arbitrage risks that ESMA foresees; nine principles that ESMA enumerates to guide its regulatory response to those risks; some common themes that emerge from ESMA’s July Opinions; and the implications for UK firms and trading venues seeking to establish a presence in the EU 27.

ESMA foresees regulatory and arbitrage risks in Brexit and a potential “race to the bottom” as certain national regulators jostle for and grab UK market share.

UK firms and trading venues seeking to establish a presence in the EU27 from which to operate will need to give detailed consideration and focus to the resources and operational substance which will need to be located in the jurisdiction in which that presence is established.

Practical guidance from experienced financial services, securities and fund management lawyers.

Sharing information about work processes has proven to be difficult. This applies especially to information shared from those who participate in a process to those who remain outsiders. The purpose of this article is to increase understanding of how professionals document their work practices with a focus on information making by analysing how archaeologists document their information work in archaeological reports.

In total 47 Swedish archaeological reports published in 2018 were analysed using close reading and constant comparative categorisation.

Even if explicit narratives of methods and work process have particular significance as documentation of information making, the evidence of information making is spread out all over the report document in (1) procedural narratives, (2) descriptions of methods and tools, (3) actors and actants, (4) photographs, (5) information sources, (6) diagrams and drawings and (7) outcomes. The usability of reports as conveyors of information on information making depends more on how a forthcoming reader can live with it as a whole rather than how to learn of the details it recites.

The study is based on a limited number of documents representing one country and one scholarly and professional field.

Increased focus on the internal coherence of documentation and the complementarity of different types of descriptions could improve information sharing. Further, descriptions of concepts that refer to work activities and the situation when information came into being could similarly improve their usability.

There is little earlier research on how professionals and academics document and describe their information activities.

Despite an apparent increase in investment and commitment over the last ten years, more recent studies now give grounds for reservations about overall ability of management development to meet the challenges of radical change and fulfil its strategic potential. Argues that the constraints imposed by a complex array of contextual influences emanating from an increasingly turbulent organisational system pose risks to investment and commitment in development. Unless these influences can be managed effectively, management development may start to lag behind or fall out of synchronisation with the needs and demands of managers and their employing organisations. Examines the case for a shift towards a more situated and contextual view of management development where the complex dynamics induced by radical change are considered and managed alongside or even ahead of development strategies and approaches. Posits a framework for a more relational approach and explores some of the issues this raises.

Outsourcing of services has been receiving increasing attention in management literature and praxis. It is considered that greatest attention has been given to the enhanced efficiency of transaction costs through outsourcing. In contrast, this paper explores what is being outsourced, the drivers for outsourcing and the IT commodification influence on outsourcing. Particular attention is given to examining supplier‐client relationships and the consequently new emerging outsourcing arrangements and organisational forms. The benefits and costs of outsourcing and client satisfaction are discussed as well as outsourcing in the public sector. The paper highlights that a fundamental paradigm shift is underway from strictly provider/supplier relationships to an emerging array of partner based relationships comparable with the Japanese kieretsu relationship model. The paper concludes by identifying areas for further research for increasing understanding of the paradigm shift that is highlighted.

THIS Indicator was invented by Mr. Alfred Cotgreave, the present Librarian of West Ham, when he was librarian of the Wednesbury Public Library, in 1877. At the time of his invention an Elliot Indicator was in use at Wednesbury, and it was owing to the misplacement of borrowers' tickets in this Indicator, that Mr. Cotgreave's attention was drawn to the question of providing some remedy. He tried various schemes to prevent such mistakes, but ultimately decided that movable numbered blocks, filling up every space in the Indicator would best meet the difficulty. An Indicator on this principle was thereon designed, and later, the numbered blocks were replaced by wooden blocks having a record book attached. The Handsworth Public Library first adopted this Indicator. Subsequently the wooden block was superseded by a metal slide in which the little book carrying the record of issues was placed. In this form the Cotgreave Indicator has existed for a number of years, and it is so well known that it is almost unnecessary to give a description of it in detail. However, I have transcribed an account of its structure and working from one of the descriptive circulars issued in connection with it, from which anyone can gather a good idea of its appearance and use :—

Relocation is a significant event in the course of an organization's lifetime. The purpose of this paper is to focus on the impacts that relocation has on the relocating organization itself and to identify the economic, social, and environmental impacts of office occupier relocation.

Drawing from the existing literature on impacts of occupiers' relocation, a conceptual framework for modelling organizational relocation impacts is developed. The literature review is done by a systematic review of the ten most relevant journals within the corporate real estate, property, and facilities sector.

Relocation has various impacts including relocation costs, disruption, employee reactions to change, altered lease attributes, and changed environmental footprint. Further, the changes in productivity, employee satisfaction, employee turnover, organizational dynamics, ways of working, commuting, accessibility for external stakeholders, and organizational culture and image are all possible impacts of organizational relocation.

The identified impacts are limited to office occupiers' short distance relocations. As the paper is conceptual by nature, there is a need for more empirical research on the impacts of relocation. The framework introduced in the article requires testing with experiences of relocated case companies and accordingly, it is to be developed further.

The paper provides central questions that relocating organizations should ask themselves.

Using the perspective of the relocating organization, the paper provides insight into the impacts of relocation from the expanded spectrum of Triple Bottom Line of sustainability. The study is of value to corporate real estate researchers and practitioners.

Explores the supply‐side of the global IT outsourcing marketplace. Argues that companies should seek to understand the strategic positioning of IT suppliers. In recent years, the large IT service providers have made inroads into new vertical markets from health care to e‐commerce. They have also expanded their service offerings to include business process outsourcing (BPO), customer relationship management (CRM) and e‐business. Explores some of these changes and presents a conceptual framework which captures some of the dynamic changes in the software and computing services industry. These involve mergers, acquisitions, joint ventures and partnering.

There is a view that strong preventative contracts are essential to control supplier opportunism and delivery during an outsourcing implementation. The purpose of this paper is to test the proposition that contractual project environments, typical of outsourcing engagements, are essentially conflictual and that context and circumstance can act to overwhelm formal contractual and project control and lead to poor outcomes.

The paper reports on a supply case study focussed on the outsourced delivery of an application development in the defence sector. Data were gathered by a participant observation in situ for a period of three years. A grounded analysis from observations, diaries, semi-structured interviews, focus groups, documentary analysis, and e-mails was carried out with six case organisations within the extended supply chain.

Collaboration between suppliers and buyers can be blocked by preventative fixed price contracts and as a result when requirements are incomplete or vague this adversely impacts success.

Strong contractual control focussed on compliance may actually impede the potential success of outsourcing contracts especially when collaborative approaches are needed to cope with variability in demand.

The research raises the important practical and conceptual notion that an outsourcing can be a conflictual inter-firm phenomenon especially where multiple actors are involved and business uncertainty is present.

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.