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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Temporary corrosion preventives based on petroleum are applied to a great variety of products ranging from ball bearings to sheet steel to give protection during manufacture, transport or storage. In this article the author describes the main types of preventives, their selection for particular purposes, methods of application, the types of and mode of action of inhibitors added to the preventives and, finally, methods of testing.

This article presents an empowerment model (EM) to be used by service users in human service organizations (HSOs). The EM is a structure for service user input to be integrated within the HSO at various administrative levels through a four‐step sequential process. The article fills a distinct void in the literature as there are numerous accounts about the importance of empowerment, but few on processes that need to be defined to operationalize the concept. Implications are directed toward administrators as they need to take leadership in implementing the EM in order to deliver more efficient and relevant services to their clients.

Because of the mechanical properties of aluminium (Al), an accurate prediction of its properties has been challenging. Researchers are seeking reliable models for predicting the mechanical strength of Al alloys owing to the continuous emergence of new Al alloys and their applications. There has been widespread use of empirical and statistical models for the prediction of different mechanical properties of Al and Al alloy, such as linear and nonlinear regression. Nevertheless, the development of these models requires laborious experimental work, and they may not produce accurate results depending on the relationship between the Al properties, mix of other compositions and curing conditions.

Numerous machine learning (ML) models have been proposed as alternative approaches for predicting the strengths of Al and its alloys. The hardness of Al alloys has been predicted by implementing various ML algorithms, such as linear regression, ridge regression, lasso regression and artificial neural network (ANN). This investigation critically analysed and discussed the application and performance of models generated by linear regression, ridge regression, lasso regression and ANN algorithms using different mechanical properties as training parameters.

Considering the definition of the problem, linear regression has been found to be the most suitable algorithm in predicting the hardness values of AA7XXX alloys as the model generated by it best fits the data set.

The work presented in this paper is original and not submitted anywhere else.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

For centuries, Brer Rabbit stories have communicated the values and experiences of enslaved Africans and of indigenous African American culture (Abrahams, 1985; Brewer, 1968; Levine, 1977). According to Blassingame (1972, p. 127), Brer Rabbit stories are “a projection of the slave's personal experiences, dreams and hopes.” Dunn (1979, p.183) explained that the stories are “paradigms dictating how to act and how to live,” and Stuckey (1977, p.xuii) observed that they “revealed more about slave culture than… whole books on slavery by experts. Levine (1977) maintaned that Brer Rabbit stories survived the experiences of slavery and urban poverty because they were a vehicle by which African American cultural values could be shared by the masses of African American people, and Leslie (forthcoming) observed that urban Black mothers continue to share in these values by teaching their children that Brer Rabbit's tricks demonstrate the importance of “protecting the physically small and weak against the physically big and powerful.”

Meeting the needs of the chilled ready‐meal market calls for a fine balance to be struck between preserving ‘fresh’ taste and avoiding microbial growth risks. Leslie R Parkes reports

The purpose of this paper is to discuss recent developments in neuroscientific methods and demonstrate its potential for the service field. This work is a call to action for more service researchers to adopt promising and increasingly accessible neuro-tools that allow the service field to benefit from neuroscience theories and insights.

The paper synthesizes key literature from a variety of domains (e.g. neuroscience, consumer neuroscience and organizational neuroscience) to provide an in-depth background to start applying neuro-tools. Specifically, this paper outlines the most important neuro-tools today and discusses their theoretical and empirical value.

To date, the use of neuro-tools in the service field is limited. This is surprising given the great potential they hold to advance service research. To stimulate the use of neuro-tools in the service area, the authors provide a roadmap to enable neuroscientific service studies and conclude with a discussion on promising areas (e.g. service experience and servicescape) ripe for neuroscientific input.

The paper offers service researchers a starting point to understand the potential benefits of adopting the neuroscientific method and shows their complementarity with traditional service research methods like surveys, experiments and qualitative research. In addition, this paper may also help reviewers and editors to better assess the quality of neuro-studies in service.

ROYAL Alderman T. A. Abbott of Manchester, dealt with somewhat severely by Dr. Savage in his A Librarian's Memories, had at least enthusiasm for libraries. He was mightily honoured when he became President at our Manchester Conference in 1921. “We are the Royal Library Association”, he declared and should call ourselves that; haven't we a Royal Charter? Our recognition comes direct from the Sovereign”. No doubt a vain wish, although the Library Association seemed to come near it in 1950 when George VI graciously became its Patron and the Duke of Edinburgh its President. Since that date the engineers have become “royal”, but we have slipped back. When Her Majesty came to the Throne, the patronage her father had bestowed was refused, no doubt on the direct counsel of her advisers who would not want so young a Sovereign to assume too many offices. On that view librarians could not murmur. There is a future, however, and in it there will be a new Library Association House next to, almost conjoined with, a new National Central Library. King George V with Queen Mary opened the second, as is well remembered especially by the King's speech, one of the best, most useful, in library history, in which he described the N.C.L. as “a university that all might join and none need ever leave”—words that we hope may somewhere be displayed in, or on, the new N.C.L. building. Royalty and its interest in libraries has been again manifested in the opening last month (July 13th to be precise) by Queen Elizabeth, the Queen Mother, of the new Central Public Library at Kensington. The Royal Family has close relations with Kensington of course. It is recalled, too, that the Manchester Central and that at Birkenhead were opened also by King George V and Queen Mary; and Queen Elizabeth II quite recently opened the Central Library of the re‐created city of Plymouth, the largest new town library since the Second World War. Kensington has now opened the first major London library since 1939. It is not modern in spirit externally and, as is known, is the work of the architect of the Manchester Reference Library, Mr. Vincent Harris, and there is no doubt about its dignity. Its interior methods are, however, quite modern; a few of them were broadcast to us for a few moments by the B.B.C. announcer, to the effect that there were 100,000 books, that returned books in the lending library were not discharged at the counter but slid down a chute to a room below where that was done, etc., with the remark that books not available in the public apartment could be requisitioned from other libraries but, with the large stocks on show and in the building, that did not seem to be very necessary. We sometimes wish that broadcasters, however well intentioned that may have been, knew something about libraries. Happening at about the same time was the removal of the Holborn Central Library stock to its new home in Theobald's Road, a complex process which Mr. Swift and his staff carried out in July without interrupting the public service. We hope that Mr. Swift will be able soon to tell us how he carried out this scheme. Thus has begun what we hope will be a process of replacing many other London libraries with modern buildings more worthy of the excellent work now being done in them.

Mr Wilson said that his brief was to explain, as far as possible, what action Aslib itself had taken to implement the proposals made at the Royal Society's Scientific Information Conference held in 1948, but he would also like to comment briefly on the opportunities for service which now confronted Aslib, largely because of the wider appreciation of information services resulting from that conference. Aslib's response to the conference's proposals had been conditioned by cramped quarters and straitened finances until the beginning of 1950 and even, in some measure, until the middle of 1951, but the following table (showing those recommendations which had been directed towards Aslib, or which Aslib had taken up, or which he thought Aslib might reasonably have taken up) would show what had been achieved and what left undone. To save space, the recommendations have been paraphrased, and progress given in note form.