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Explores organizational learning based on the interpretations of actors in the organizational setting. Brings out the major point that events of organizational change are subject to multiple and competing interpretations and that labelling a particular event as “organizational learning” can be seen as an act of power through which a progressive and positive interpretation of organizational events is privileged over other interpretations. Argues that, although the metaphor of “learning” is a useful tool for organizational analysis, focusing only on learning marginalizes the darker themes of people’s organizational experience and leaves us with a more partial appreciation of organizational life.

Here's how one bi‐coastal company expanded its operations to meet its considerable growth spurt.

Randy Gadikian, Coordinator of Systems and Technology at the State University College at Buffalo (NY) Library, has been appointed interim chair of the IBM PC Library Users Group. Gadikian will preside over the first users group meeting, which will be convened in Chicago during the American Library Association's Annual Conference in July 1985. Rebecca Bills of the West Virginia School of Graduate Studies will serve as coordinator of the program for the initial meeting.

In the world of business, visionary leaders are creating a conscious renaissance. With growing success and surprising earnings, they are teaching humanity the meaning of the word “transformation.” The authors assert that this renaissance, this dawning and awakening of humanity, is the emerging era of evolution. In this era, a new human role is being called for, and the noun “evolutionary” will name those who seek to work with and for the natural order of evolution itself. The Theory of Transformative Growth states that everything that grows and evolves, including a business, does so in a multi‐stage process‐pattern consisting of Gathering, forming a sustainable physical being or idea; Repeating, making multiple likenesses of a new being, product, or idea; Sharing, the process of expanding by integrating differences and increasing relationships; and Transforming, creating a higher order union of increased potential.

Outlines the history of accounting in China and reviews the literature published in English on the full range of Chinese accounting issues. Summarizes the contents of three books, refers to sections in other books and analyses journal articles by period, journal, research topic and research method. Argues that this accounting research has historical, academic and practical value,believes it will continue to improve and calls for greater use of more rigid research methodologies in this area.

States there is a huge gap between recognizing there are potential profits in IP, and then realizing that potential, because the value potential for IP is not a new idea – consultants and analysts have been pounding on that message for decades. Stresses three phrases within, discipline, credibility, and shared expectations – are the result of an on‐going perspective and are used every day.

The landscape of teaching, learning and research has changed requiring the need for diverse information resources. Given the current budgetary constraints and financial conditions prevailing in many universities, sharing of information resources has become a necessity. The Interlibrary Loan (ILL) services have thus become an important service to meet the immediate needs of library users. The aim of this paper is to analyse the ILL services of the North-West University in South Africa from 2006 to 2016. Using statistical data, the paper shows the emerging pattern in borrowing and lending between institutions as well as determines the existence of correlations between borrowing and lending libraries. The results of this study show that ILL amongst libraries has decreased in the past 11 years. A need exists for increased awareness of ILL and there is need for technological innovations that will ensure that library users are able to request for information resources seamlessly.

This is a quantitative study that uses ILL data from the North-West University. Data were downloaded from the SABINET ILL system using the three NWU JC codes. They were then collated and uploaded on excel spreadsheets. In the main, the excel spreadsheets were used to interpret the data. Further, the Statistical Package for Social Sciences (SPSS) software, in particular Spearman’s Correlation Analysis, was used to test correlations between data from libraries that requested information resources from NWU and data from libraries that supplied information resources to NWU during this period using Rumsey’s guidelines to interpret the correlations.

The findings of the study reveal that ILL among libraries in South Africa had generally declined owing mostly to the proliferation of online resources resulting to changes in user information-seeking behaviour. The decline is despite the challenges of low budgets received by most libraries for the acquisition of information resources. It can also be concluded that public university libraries still value ILL as demonstrated by the high number of items requested from other libraries. The findings also reveal that most ILL activities were conducted by public universities.

It was not possible to obtain the list of titles that have been requested and also to obtain the user’s details. This would have enabled the authors to determine the type of titles that are being requested, and the users that request them.

ILL should continue to be enhanced in view of the challenge of dwindling library budgets against the escalating prices of information resources. There is also a need for user education so that they become aware of the ILL service. From experience, library users normally give up once they realize that what they wanted is not available through the local catalogue and this calls for librarians to create an awareness to users that ILL could help solve their frustrations.

These results show that ILL can play a significant role to level the playing field between the well-resourced libraries in urbanized regions or provinces and the poorly resourced ones in rural regions or provinces. This social justice aspect of ILL is probably the reason why better resourced libraries in South Africa have decided to remain in the scheme unlike other countries where better resourced libraries opted out of reciprocal arrangements with small and medium-sized institutions.

The study adds to a very limited number of studies emanating from Africa. A study of this nature has never been conducted in Africa, as previous studies were nationwide studies. As far as the authors know, this is the first study that uses ILL data to research the impact of the global financial crisis on libraries in Africa.

The purpose of this study is to understand the specific reasons why developed countries could easily start implementing innovative alternative fuel vehicles (e.g. electric vehicles or EVs) while the implementation in developing countries looks so far-fetched, with respect to infrastructure and downstream activities, and suggest the steps that can be taken to effectively address these issues.

This research undertakes case study – Tesla (USA), Mahindra and Mahindra (India) and Tata Motors to bring out the problems being faced by manufacturers from developing countries vis-a-vis the developed countries. The consumers’ side has been adequately represented though an in-depth survey. An analysis is also carried out as to how Tesla has accrued competitive leverage by innovating and vertical integration of up as well as downstream systems.

EV infrastructure remains grossly inadequate in developing countries like India. Two key areas that remain significantly unexplored are the installation of charging stations at parking lots and at the housing clusters and lack of competitive leverage in the services, processes and other downstream systems due to limited research and development capabilities. The performance metrics of domestic EVs lag those of conventional vehicles as well as foreign competitors like Tesla. Range anxiety is ranked as number one in the major concerns among the potential mass buyers of electric vehicles in India.

The value of the paper lies in an in-depth analysis of the relationship between horizontal and vertical perspectives as well as the impact of the product eco-system innovation on both the upstream as well as downstream nodes in the supply chain. Whereas the consumer attitudes and perspectives on e-mobility are inferred from a survey, the impact analysis matrix is used for analyzing the competitive leverage of Tesla through several features in the upstream, downstream and servitization.

It is all too easy in the hectic world of business to get too involved with the day‐to‐day managing of processes and events. When this happens it is difficult to see the wood for the trees and the automatic pilot syndrome takes over. This does not suggest that you do not know what you are doing ‐ on the contrary you are probably as switched on to whatever activity you are managing as anyone could be. What you could be missing, however, is the explanation as to why you are doing it. If this sounds familiar to you, what might be needed is a detached period from your work. By this I mean stay on the high ground for a while so you can get an overview of what you are doing and, more importantly, why you are doing it. How many managers, I wonder, get the opportunity to question what they are doing? If you allow yourself to slip into complacency then you and your organization will soon lose competitive advantage.

It is widely accepted that improvements in the management of employees can contribute to the competitive advantage of companies. Indeed, human resource management (HRM) holds that the success of business strategy hinges on the development of a more strategic approach to the management of labour. Training is an element which is central to any assessment of the effectiveness of HRM strategies, and it is linked to HRM in three major ways: (1) Companies become dependent on the external labour market for their skills supply if they neglect it. (2) It creates an incentive to develop complementary aspects of HRM in order to protect the company’s investment. (3)Training has a symbolic value in so far as it demonstrates to employees the value the company places on them and can thus contribute to motivation.