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Since 1995, Internet banking has allowed consumers to utilise the Internet as a platform to interact with their bank. Initially, the hype surrounding Internet banking was immense. However, more realistic expectations about the value of Internet channels and changes in the financial services sector are affecting opinions of Internet banking systems. This study examines contemporary Internet banking systems in five leading ‘clicks and mortar’ banks operating in the North‐Eastern part of the United States. The findings reveal a move towards viewing Internet banking as an operational rather than a competitive instrument, with consequential changes in how banks evaluate their Internet banking systems. The paper concludes by proposing some changes to expectations on how Internet banking is likely to develop.

Prior to the launch of Valuing People (DH, 2001), Gordon Grant and Paul Ramcharan were appointed by the Department of Health as co‐ordinators of the Learning Disability Research Initiative (LDRI). The LDRI was a £2m research initiative, funded through the Department of Health's Policy Research Programme, linked to the implementation of Valuing People. The LDRI was brought to a conclusion in November 2007 with a final conference at which an overview report and accessible summary of the findings were launched (Grant & Ramcharan, 2007a, 2007b). In this paper we summarise the main findings of the LDRI with reference to Valuing People's main principles of rights, choice, inclusion and independence. In conclusion we consider how to build on the evidence base.

Marshall McLuhan devoted much of his life to exploring hitherto ignored psychological and social effects of technological innovation, the giant omission of Western civilization. Comprehensively aware of the power of models and metaphors, like language itself, to transform one kind of being into another, he used them playfully to organize ignorance for continuing discovery and invention rather than to categorize knowledge by establishing new concepts and theories. McLuhan demonstrated how to perceive hidden process patterns of new environments engendered by human artifacts as communication media; and he invited us to create a multi‐sensory epistemology of human experience in a new unity of thought and feeling that can anticipate the human consequences of innovation in our media ecology.

Whereas analogical relations characterized preliterate rationality, logical connections mark literate reasoning. As we enter post‐literate cultures via instant electric media, cybernetic concepts that we have increasingly used to describe human individual and social behavior can no longer keep pace with today's reality; they are now superseded by the process patterns of an ecological rationality that perceives existence directly in its own terms.

The purpose of this paper is to draw on scientific models in conceptualising the evolutionary bases of contemporary behaviours, and make cross‐species comparisons, to account for male managerial activities in situ in health organizations.

In the animal world, males of many species display in order to induce females to mate. Such lekking behaviour involves inter alia, strutting, puffing out, catching attention via the use of ornamental physical characteristics, exhibiting gaudily‐coloured body parts, singing or splashing, and other courting and wooing strategies. The paper applies these behavioural repertoires as an explanatory device for male‐dominant organizational lekking in a set of contemporary settings. It draws on six studies of managerial talk, appearance and behaviour in order to do so.

Within the organizational lek male managers display mainly by power dressing, positioning, and exercising power and influence via verbal and behavioural means. Social and religious mores prohibit overt sexual coupling in organizations but lekking for other rewards is nevertheless pursued by male managers. The paper explores this managerial patterning, compares it to the lekking behaviour of other species, and discusses points of comparison and departure. It shows how male managers display within various sub‐habitats, and discusses the central issues of appearance, tasks and work assignment, physical interaction structure, and talk and physiognomy.

Understanding what makes people tick via deep explanations than are customarily rendered is a vital contribution of scholarship to the practical world of management.

The evolutionary bases of contemporary behaviours, and cross‐species accounts, may prove useful paradigms for other theorists and empiricists in organizational studies, and could encourage the development of a new field that might be labeled evolutionary organizational behaviour.

This paper aims to develop and test a conceptual model of supplier selection decisions in the public sector. The study seeks to determine the relative importance of a broad range of non-economic variables in explaining supplier selection decisions during strategic organizational purchases.

Data were collected from a national sample of 341 senior staff and top management team (TMT) members in 40 public sector organizations in Nigeria by using structured questionnaires.

Results of structural equation modeling (SEM) analysis shows that government policy requirements, social ties of organizational actors, party politics, decision-makers’ experience and the perception of instrumental ethical work climates are the most important determinants of strategic supplier selection decisions, followed in a descending order of importance by the perception of rules ethical work climates, self-enhancement personal values, CEOs’ structural position, self-transcendent personal values and the perception of time pressure. Findings also indicate that the choice of a supplier per se is not an important determinant of organizational performance.

No prior study has brought together, in a single model, the broad range of variables employed in this study with a view to exploring their relative importance in explaining public sector supplier selection decisions in a non-western country context. The findings of this study have implications for Marketing Managers looking to do business with public sector firms in emerging markets.