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Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

This issue is a selected bibliography covering the subject of leadership.

Rapid stock market growth without real economic back-up has led to the 2015 Chinese Stock Market Crash with thousands of stocks hitting the down limit simultaneously multiple times. The authors provide a detailed analysis of structural breaks in heavy-tailedness and asymmetry properties of returns in Chinese A-share markets due to the crash using recently proposed robust approaches to tail index inference. The empirical analysis points out to heavy-tailedness properties often implying possibly infinite second moments and also focuses on gain/loss asymmetry in the tails of daily returns on individual stocks. The authors further present an analysis of the main determinants of heavy-tailedness in Chinese financial markets. It points out to liquidity and company size as being the most important factors affecting the returns’ heavy-tailedness properties. At the same time, the authors do not observe statistically significant differences in tail indices of the returns on A-shares and the coefficients on factors affecting them in the pre-crisis and post-crisis periods.

In the last issue, Rob Hill and Geoff Shepherd gave a critical account of the Transitional Employment part of the Clubhouse programme. This has produced strong reactions, and here Colin MacLean takes issue with both their premises and their conclusions. What about the user/member view? Watch this space…

Three diversification strategies (related, unrelated, and related‐Jinked) are reviewed in terms of their organizational arrangements (coordination and control mechanisms), managerial mind sets (corporate managers' ways of doing business), and organizational learning climates (learning capacity and learning needs). It is suggested that conventional organization development techniques (both human‐processual and technostructural) are relevant for developing the necessary organizational arrangements and managerial mindsets of diversifies. The organizational transformation perspective of managing change is proposed as an effective way to develop the required organizational learning climate of diversified firms due to its dynamic and proactive nature.

Few scholars become notable figures in their areas of specialization. Understanding how and why some scholars are identified by their unusual accomplishments, therefore, can be difficult, especially when some scholars achieve more notable careers and are invisible in their professions than others, more recognized colleagues. The reasons for some scholars’ visibility and their colleagues’ invisibility may be unclear or ambiguous. One common reason for invisibility is being a woman in a patriarchal discipline. Men’s ideas, values, and careers are privileged and more highly rated in a patriarchal subject like sociology.

Here, I analyze case studies of invisibility that emerge from deliberate suppression but focus on the more hidden processes of making women invisible in sociology. These less overt processes of invisibility require different theories, networks, and methods to discover the women’s notable careers than those used in examples of more overt processes.

Making invisible women visible requires multiple processes, over time, by a number of professionals and gatekeepers.

The introduction of new industrial legislation in 1987, in the former Soviet Union, followed a policy of decentralization in which factories were given increased authority to seek their own customers and suppliers, agree prices, and to engage directly in foreign trade. Additionally, from 1987, various forms of co‐operative enterprise and leasing were established, State price controls began to be lifted from many products, and the groundwork was established for a wide range of industrial assets to be converted from public to private ownership. Discusses the major features of technological change and management behaviour likely to occur in the Commonwealth of Independent States, as enterprises continue to operate in an environment of decentralization in which authority and responsibility is being transferred to them from the previous State committees and industrial ministries. Specific attention is paid to the likely effects of this decentralization on markets, innovation and quality within the Commonwealth of Independent States. Details possible changes in supplies, workforce management, and management development as the effects of decentralization are diffused throughout these areas of industrial activity.