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Describes how the Business Expansion Scheme (BES) was extended to assure tenancy housing rental companies in 1988. Presents results of a study of the assured tenancy companies established in 1990/91. Suggests that strategic changes sustained the flow equity capital into the BES but increased the livelihood that the additions to the private rented housing stock would not last beyond the end of the BES period. Presents a summary of the results of research into the first two years, followed by the third year findings, where emphasis is placed on strategic changes. Concludes that the BES moved further away from the government′s original aim of boosting the long‐term supply of private rented housing.

At every period of time marked by years, the seasons by turns and twists in history, among country folk especially, the years of great storms and hard winters; in law enforcement, the passing of some far‐reaching, profound statutory measure, there is this almost universal tendency to look back—over your shoulder‐assessing changes, progressive or otherwise, discerning trends and assaying prospects. We are about to emerge from the seventies—battered but unbowed!—into the new decade of the eighties, perhaps with a feeling that things can only get better.

All seventeen had graciously agreed to my proposal to gather for a small conference to seek consensus. A generous grant from the Pierian Press Foundation would cover all of our expenses for a long weekend at a resort hotel; the only condition of the grant was that we offer our results to Reference Services Review for first publication. Over the past five years each of the seventeen had in turn accepted my challenge to answer the following question:

The paper sets out to explore the leadership processes and dynamics of change management in a fragmented, and resource‐poor, health service in an impoverished rural region in South Africa.

The paper outlines an action research process aimed at assisting the stakeholders of two rural clinics to integrate psychiatric care into the Primary Health Care service that they offer their respective communities. This involved the transformation of existing practices through a form of praxis that involved learning from action and acting on learning.

The findings of the paper relate to the role of leadership in the facilitation of transformational learning in team‐based social action. Four areas of leadership responsibility are highlighted: the transformation of inappropriate mental models; the development of strategic resilience; the shifting of the locus of control of stakeholders to a more internal position; and the creation of a social environment in which intangible capital resources are generated and leveraged in the collective interest.

This paper is subject to the limitations of potential bias and distortion in action research. Although the “objective” evidence of the integration of psychiatric services at Pelsrus and Kwanomzamo clinics exists, the portrayal of the learning processes through which this was achieved could have been influenced unwittingly by the authors' own knowledge and other interests.

The paper endorses the educational importance of work‐based projects through which strong tacit leadership knowledge bases can be developed in health sector personnel.

This paper has attempted to share the effectiveness of work‐ and project‐based learning in district health teams in South Africa. In particular, it has outlined how the learning strategy of the module leverages the team structure of the district health management units in order to create and exploit the social and morale capital resources that are potentially available through such a structure and the covenantal culture that it spawns. Furthermore, an attempt has been made to show how these resources are leveraged in the generation of mission‐pertinent tacit knowledge that is then converted by project stakeholders into explicit knowledge forms that can be used more effectively in framing subsequent strategic action.

This study identifies factors affecting brand building for academic libraries affiliated with the Ministry of Science, Research and Technology (MSRT) in Iran.

This research applied the grounded theory method based on the three open, axial and selective coding steps (Strauss and Corbin, 1998). The research tool was interviews conducted with 20 experts in librarianship, marketing and branding.

Library building architecture, library information resources and services, librarians' branding, marketing activities and library management are the causal conditions affecting brand building. The national economic situation, the digital publishing situation in the country and different characteristics of the new library community are the intervening conditions affecting brand building. The role of other libraries in society in the scientific education of the new generation provides contextual conditions for brand building. The higher education system and the library parent organization play a part in the operative actions/interactions for brand building. The consequences of brand building are brand image development, brand excellence and brand behavioral loyalty for libraries. Library brand identity is also a core category in brand building.

Facing steep challenges by emergent services, academic libraries are ill-prepared to meet the needs of the new information society solely with traditional services and functions. Academic libraries are required to rebrand themselves to be more successful at delivering a strong performance within a changing information environment by enhancing their brand image and establishing a more effective relationship with users.

Budgetary reform in the UK since the International Monetary Fund (IMF) intervention under a Labour government in 1976 has been prompted by a new conventional wisdom that public expenditure was too high, and consequently, "crowded out" private sector investment. Although this belief became widespread in western democracies, in Britain it developed relatively early and was closely linked to the wider debate about Britain's relative economic decline. The first section of this article reviews the main reforms of the budgetary process which these concerns prompted.

In the second section we note that, despite the political concern with reducing public expenditure in the 1980s, success has been limited and priority is now the improvement of the underlying control and evaluation mechanisms in government spending. In practice, the main policy activity of the Thatcher administrations was on gaining "value for money" from existing expenditure. These developments are discussed and the likelihood of success considered. The nature of the present annual budgetary cycle is described as are the most recent developments designed to finally gain some form of effective expenditure control.