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All societies in the modern world are troubled by crime, and the general public is equally fascinated by criminals and fearful of criminal behaviour. In the United Kingdom, events such as the murders of Jack the Ripper, the Yorkshire Ripper and Harold Shipman, and the Soham tragedy, coupled with film and television programmes including Silence of the Lambs, Cracker and Crime Scene Investigation, have fuelled the public's consciousness of the criminal mind.In the fight against crime, the development of offender profiling by the FBI in the USA has further captured people's imagination. The technique was introduced to help law enforcement agencies solve serious crimes such as serial rape or murder, and to a lesser extent arson and property crime. At the heart of profiling lies the belief that by combining psychological principles with crime scene analysis, it is possible to identify the likely characteristics of a perpetrator.Although advances in crime detection are welcomed, the profiling field appears riddled with contradiction and disagreement. Social scientists argue that the discipline is unscientific due to methodologically weak research, while police officers appear sceptical about its benefits for solving crime. In Britain, profiling has witnessed both notable successes, for example Canter's profile of the serial rapist and murderer John Duffy, and dramatic failures, such as the Colin Stagg profile in the Rachel Nickell inquiry. This article reviews the offender profiling literature, examines its applicability in the legal system and identifies areas for future research.

The phenomenon of criminal behaviour has interested scholars from academic disciplines building on centuries of philosophical debate developed from emerging biological, psychological and social sciences. Criminological theories of causation are embedded in conceptual networks that link political ideology classified by philosophical underpinnings. For example, the late 18th and early 19th century utilitarianism consensus classical theory supported the notion of free will, suggesting that individuals were likely to commit crime if the pay‐off were greater than the retribution. In contrast, conflict marxist and radical criminology regarded crime as a function of poverty, reflecting a power imbalance in society. The late 19th century saw the emergence of the positivist school, which argued that factors including genetics, poverty, personality and the family were important in determining criminality. This article concentrates on the transmission of crime through families by reviewing a selection of the main studies in the area.

The major aim of this study is to explore the mechanism through which conflict management behavior impacts job satisfaction and innovation performance, and to verify this relationship with the empirical analysis in the context of China.

A model of the relationship among conflict management behavior, job satisfaction and innovation performance was developed and empirically tested. Based on a survey composed of 333 questionnaires designed for Chinese employees, the authors examine the effects of conflict management behavior on job satisfaction and innovation performance in Chinese contexts.

Results show that integrating and compromising conflict management behaviors are positively related to job satisfaction; integrating conflict management behavior is positively related to innovation performance; and avoiding conflict management behavior is negatively related to innovation performance.

This study does not take the industry differences into consideration, though how to maintain job satisfaction and promote innovation might differ from one industry to another. This study only studied on the personal level, therefore future studies can be extended to the team level.

This paper offers some useful suggestions for business managers as well as employees to improve employees' job satisfaction and innovation performance.

The purpose of this paper is to propose an explication of the concept of “maturity,” as it applies to communication evaluation and measurement (E&M) practice, along with contextualization of recent maturity model adoption within academic and professional communities.

Drawing from previous work on maturity models within other fields, recent communication scholarship and industry practice, this paper fills a gap in the literature by offering a theoretical conceptualization of communication E&M maturity, including the construct’s core dimensions and sub-dimensions.

Communication E&M maturity is conceptualized into four essential elements: holistic approach, investment, alignment and culture. The contribution of E&M efforts is represented as the direct support of corporate strategy, and ultimately increased value, from the communications function. Operational elements of maturity include levels of analysis, time, budget, tools, skills, process, integration, motivations, relationships and standards.

In exploring the factors necessary for “mature” E&M programs, and specifically emphasizing the need for a holistic approach, along with sufficient investment and alignment, and conducive cultural factors, the research builds upon existing work examining how communication can serve to inform corporate strategy and create value for an organization. Greater understanding and application of the maturity concept has the potential to advance the field by increasing both accountability and credibility for the work done by the communications function.

The purpose of this research is to explore dyad‐specific perspective taking as a potential antecedent of transformational leadership behavior.

The study's hypothesis was explored through a sample of 106 supervisor/subordinate dyads working in a hospital. Supervisors self‐reported their dyad‐specific perspective taking, while subordinates evaluated the transformational leadership behaviors of their supervisors.

Results indicate that dyad‐specific perspective taking is related to transformational leadership behavior and not related to transactional leadership behavior.

Results suggest that managers wishing to improve their skills as leaders may want to increase the frequency with which they attempt to look at issues from the perspective of their subordinates.

This research contributes to the literature by suggesting that dyad‐specific perspective taking is related to transformational leadership behavior.

ASLIB – the Association of Special Libraries and Information Bureaux – was founded in 1924 with the aim of co‐ordinating the activities of specialist information services in the UK. This article seeks to present a new history of the first quarter‐century of the Association.

This is a historical study based substantially on two collections of primary documents: ASLIB's own records, held at Aslib Headquarters, London; and the papers of Edith Ditmas, held at the National Library of Wales.

The paper explores the origins of ASLIB, and its roots in the “science lobby” of the time; it then traces the development of ASLIB as both a “national intelligence service” for science, commerce and industry, and as a quasi‐professional association with international significance. It concludes that the first of these two functions was the Association's fundamental raison d'être.

The research is limited to study of ASLIB in the period 1924‐1950 and an obvious continuation would be a history of “corporate” ASLIB (1950‐1997). More generally, the paper reveals that the history of UK documentation and information science in the twentieth century is underexplored: there is scope for future research focused on key pioneers and ideas, as well as institutions such as ASLIB.

As far as is known, this is the first historical study of ASLIB to be based on contemporary records: it should therefore be of value to both historians of information and library science and practitioners interested in their professional heritage.

Unlike general codes of conduct, little is known about whether peer reporting policies achieve their intended purpose – that is, to increase the base rate of peer reporting counterproductive work behaviors (CWBs). The purpose of this paper is to use a person-situation perspective to examine if and when peer reporting policies impact the base rate of peer reporting CWBs.

The authors collected data from 271 employed participants and used moderated regression to examine whether policy presence and strength (situational variables) enhanced the relationship between a subjective obligation to report CWBs (person variable) and the base rate of peer reporting CWBs. This study also explored whether these interactions differ by CWB target (i.e. the organization vs coworkers).

Both situational variables – policy presence and policy strength – moderated the relationship between an obligation to report CWBs and the base rate of peer reporting CWBs. The interactions also differed by CWB target.

This study represents one of the initial academic investigations into the effectiveness of peer reporting policies. It primarily draws on the person-situation perspective to explain why peer reporting policies should influence the base rate of peer reporting CWBs. The results support the impact of peer reporting policies, but also suggest the benefit of examining different targets of CWB to help clarify when peer reporting policies are actually effective.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.