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Maggie III is an integrated system that supports a public access catalog, cataloging interface, bibliographic maintenance, circulation, electronic mail, and community information databases. Acquisitions and serials modules are under development. The system, available from the Eyring Research Institute, is based on software created for the Colorado Alliance of Research Libraries (CARL). Sidebars describe 1) the structure of the community information databases, 2) the planned use of the CARL software by other libraries in Colorado, and 3) the mounting and use of the non‐bibliographic database, “A Matter of Fact”, on the CARL system.

The purpose of this paper is to review a popular business handbook – The Business Guide – by James L. Nichols, first published around the turn of the twentieth century. The analysis is geared toward determining how it fits within the development of marketing thought and education.

A review of the marketing history literature focusing on marketing thought, education and practice around the turn of the twentieth century is conducted. The content of The Business Guide is analyzed and compared with the themes reflected in the literature review.

Most editions appeared in the era just proceeding the emergence of marketing as distinct discipline. It is unlikely that it had any appreciable influence on the development of marketing thought. However, it was used as a textbook at North-Western College in Naperville, IL, and may have been at other early business education programs in the USA and Canada. Nichols’ treatment of marketing topics was consistent with the era. It reflected commodities and functional views. For him, marketing was primarily distribution along with advertising, pricing, product management and credit. Consistent with modern marketing philosophy, Nichols placed heavy emphasis on ethics.

Despite the fact that this book was published in multiple editions over several decades, it seems to have been largely forgotten. As far as is known, this paper is the only recent treatment of this historical artifact.

1. Documentation, library and book organizations (0) American Documentation Institute

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

The creation of a limited number of Regional Management Centres (RMCs) in England and Wales was an institutional innovation without precedent in British further education. It was the creation of a group of new academic institutions based on a single subject — management studies. It was a major policy initiative to enhance the credibility of management education in further education, and thereby to enable that system to complement the national Business Schools in meeting the management education needs of the business community. It was a political decision with far‐reaching consequences for management and for British industry as a whole.

Michael Locke describes a breakthrough in management education.

At the present time there is, in many countries, a great questioning as to the place of formal management education in any total national framework for producing managers. At one time this route was almost the sole way of producing new managers, but as more realistic forms of in‐plant training are developed the need has arisen to consider the problem of how best to integrate management education, carried out entirely within some educational institution, with in‐plant methods of management development. In this article Thomas Gore examines the unsatisfactory position which has arisen in Britain with regard to management education courses in universities and colleges.

IN the editorial columns of our last issue we asked the question, “What of Plymouth?” We are pleased to be able to announce that Mr. Fred. Cole, Chief Librarian and Curator of Huddersfield, has been appointed. Mr. Cole leaves Huddersfield with a splendid record as an indefatigable worker and organizer. Labouring under great difficulties he raised the standard of the Library to a high state of efficiency, and his recently‐organized Music Section has brought a host of appreciations and unqualified praise. We congratulate Mr. Cole on his appointment and wish him every success in his new sphere, where he will find even more scope for his energies and undoubted enthusiasm.

The purpose of this paper is to analyse the contribution of public value theory in understanding executive adaptation of results‐based management within a public sector environment.

An exploratory case study design was performed in three separate sectors of the Canadian federal government. The key research data consisted of 79 executive interviews.

The research found that the elements of public value theory contribute to an increased understanding of the constraints in adopting results‐based management. However, the research concluded that the components of public value theory, service, outcomes and trust, do not have an equal weight in their contribution to increased understanding. The research found that greater managerial control and influence over programme outcomes supported stronger acceptance of results‐based management.

This paper examines three areas of the Canadian public sector based on qualitative case studies. Thus, the findings, while noting strong replication between case studies, represent analytical not statistical generalizations.

The paper demonstrates conceptual issues underlying the implementation of results‐based management within the public sector.

This research examines and assesses how public sector executives have responded to changes introduced by results‐based management, through the perspectives of executive public servants themselves. In seeking greater understanding of the underlying drivers of results‐based management adaptation, this paper investigates the theoretical contribution of public value theory in assessing the executive behaviour.

Outside the four constituent polytechnic colleges, further education in Liverpool is catered for by some 10 assorted colleges — and one of the few 1944 day‐continuation colleges in the country. Of these, the City Institute is probably the most revered in the history of North‐Western education — but not typical of the pattern. For our purposes three colleges were chosen: the Nautical Catering College, the College of Crafts and Catering, and Riversdale Technical College. Each one being, if not monotechnic, then certainly heavily weighted towards a specific discipline. Two, the Nautical Catering College and Riversdale, reflected the other side of Liverpool's commercial coin — the sea. The Catering College, in the most proper way, was as Scouse as Fritz Spiegle and part of, yet removed from the city.