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Multinational corporations (MNCs) at their foreign subsidiaries hire local employees, whose cultural values may differ from the organisations' home cultures. Such value differences may pose managerial difficulties, making it critical to observe whether working at MNCs changes local employees' cultural values, reducing these differences. This study investigates how and to what extent local employees from a collectivistic culture acculturate their ethics-related values when working at MNCs' foreign subsidiaries. The authors examine (1) whether local employees change their values to become closer to the MNCs' home cultures, and if so, (2) whether the cultural distance between the MNCs' home and host national cultures affect the degree of such adaptation.

Survey data were collected through stratified random sampling from Thai employees of a Japanese-owned MNC (n = 196), a UK-owned MNC (n = 143) and a Thai-owned organisation (n = 137), all operating in Thailand. Hypotheses were developed using Berry's bidimensional acculturation model and were tested using OLS and logistic regression analyses.

The study's findings indicate that MNCs' local employees from collectivistic cultures adopt Berry's integration acculturation strategy and acculturate their ethics-related values – collectivism, ethical relativism, collective responsibility preference and executive pay differentiation tolerance – towards the values prevalent in MNCs' home cultures. Overall, acculturation is greater when cultural distance is greater. New insights are presented in relation to collective responsibility preference and pay differentiation tolerance.

Findings add to current knowledge on acculturation in management by (1) providing new insights into value acculturation (2) utilising Berry's acculturation model to analyse employees' acculturation within an organisation in the context of an emerging economy, outside the more frequently studied topic of mergers and acquisitions, and (3) investigating the impact of cultural distance on the degree of employee acculturation outside the field of expatriate adjustment.

WHEN John I. Snyder Jr. flew over from the United States he probably did not relish the Cassandra rôle into which circumstances had forced him. As president of U.S. Industries he gave one of the most depressing addresses of modern times. Since his firm is a large manufacturer of automation machines it was probably natural that he should say: ‘Automation is inevitable. Its use is rapidly increasing. Positive action by the makers of automation machines must be taken now to preserve the human values which could otherwise become cannon fodder of the automation barrage.’

Historical studies of the expert management of childhood in Australia often make passing reference to the establishment of child guidance clinics. Yet beyond acknowledgement of their founding during the interwar years, there has been little explication of the dynamics of their institutional development. The purpose of this article is to examine the introduction of child guidance in Australia against the backdrop of the international influences that shaped local developments.

The article investigates the establishment of child guidance clinics in Melbourne and Sydney in the 1930s. In doing so, it explores the influence of American philanthropy, the promise of prevention that inspired the mental hygiene movement, and some of the difficulties faced in putting its child guidance ideals into practice in Australia.

American philanthropy played an important role in the transnational carriage of ideas about mental hygiene and child guidance into Australia. However, it was state support of child guidance activities that proved critical to its establishment. In addition to institutional developments, what also emerges as important in the 1930s is the traction gained in the broader realm of ideas about “adjustment” and mental health, particularly in relation to the efficacy of early intervention and multidisciplinary approaches to treating problems of childhood.

In tracing its early development, the article argues for the importance of understanding child guidance not only in terms of its administrative successes and failures, but also more broadly in terms of how early intervention as an influential mode of thought and practice took root internationally.

In 1933 two books on competitive structure were published. One, extracted from a Harvard PhD filed six years earlier, dealt with the workings of the competitive process. Seeking not to supplant, but to supplement Marshall, this book by E. H. Chamberlin focused on an effort involving the use of a diagrammatic apparatus to highlight certain fundamental relationships between variables in the competitive process. It did not analyse real firms but nor did it attempt to pretend that such were irrelevant, and to concentrate on positions of competitive equilibrium only. It dealt with problems of arrival at equilibrium, false trading, and a whole variety of issues relevant to an actual competitive process. Supervised by Allyn Young, it drew on a wide range of references and showed evidence of the kind of thorough scholarly preparation which has always been characteristic of the best American PhDs.

There is widespread concern about the fact that small- and medium-sized enterprises (SMEs) seem to be particularly vulnerable to cyberattacks. This is perhaps because smaller businesses lack sufficient situational awareness to make informed decisions in this space, or because they lack the resources to implement security controls and precautions.

In this paper, Endsley’s theory of situation awareness was extended to propose a model of SMEs’ cyber situational awareness, and the extent to which this awareness triggers the implementation of cyber security measures. Empirical data were collected through an online survey of 361 UK-based SMEs; subsequently, the authors used partial least squares modeling to validate the model.

The results show that heightened situational awareness, as well as resource availability, significantly affects SMEs’ implementation of cyber precautions and controls.

While resource limitations are undoubtedly a problem for SMEs, their lack of cyber situational awareness seems to be the area requiring most attention.

The findings of this study are reported and recommendations were made that can help to improve situational awareness, which will have the effect of encouraging the implementation of cyber security measures.

This is the first study to apply the situational awareness theory to understand why SMEs do not implement cyber security best practice measures.

AT the beginning of a new volume we usually take a retrospective view of the period covered by the last volume. We do not propose to do so this year other than to remark that it has been a time unmarked by any special feature, but, nevertheless, a most interesting one. The main characteristic of the time was the sudden imperative demand for economy, or rather for lopping off public activities by means of “the Axe,” and most libraries have suffered somewhat from retrenchments more or less severe. On the whole, however, they have survived the ordeal well. Their record has been their salvation in part, but their present performance so completely justifies them that even in reactionary districts the vocal library critic is regarded as a survival rather than a serious person. The figures of issues show that never before did libraries occupy so large a place in the practical esteem of the public—the esteem which is shown by the use made of them.

A single dimensional measure of economic welfare in terms of per capita income has neglected the contribution of the non‐timber benefits of forests; hence forests have not received their due weight in literature on the development process. Advocates a multi‐dimensional measure of economic welfare. Presents, at the global level, an overview of the contribution of non‐timber forest products and at the micro level a case study from India. Highlights a more complete evaluation of the contribution of forests, and focuses on the economic contribution of forest resources to household income, income distribution, and spread of income over the year.

Research into top management team (TMT) performance and consensus has been equivocal; furthermore, research into the role of non‐executive directors (NEDs) in UK SMEs concluded that multiple perceptions of “reality” exist between directors. By adopting an innovative methodological approach to analysis, the “black box” complexity of SME board information processes, perceptions and TMT relationships are made visible. This allows the tension caused by differing perceptions of the NED role on a small company TMT to be explored. The aim of this paper is to do this.

In an in‐depth case study of one SME board, four directors' information and perception differences are investigated using a combined Johari window and set theory framework.

Application of this innovative analytical framework allowed the information process and differing perceptions of multiple directors to be plotted systematically. This surfaces the normally hidden “generative mechanisms” underlying the “real domains” of the SME board processes by explaining why and how the directors choose to share and hide information about the NEDs' role. Surfacing the nature of this information sharing and hiding is at the heart of appreciating the process of precarious equilibrium that achieves a fragile cohesion within the TMT.

This study reveals the fragility of TMTs to the process of information sharing and hiding. It demonstrates the sensitivity of the group to perceptions of the NED role and the influence the NED can have on information processes within the group and potentially its cohesion. NEDs joining small company boards need to be sensitive to the existing informational asymmetries that may be vital to maintaining precarious equilibrium and cohesion. In their role they are likely to become the confidant of more than one director and thus nodal points of “secret” information. They need considerable interpersonal sensitivity and tact if they are to fulfil their role of challenging the directors without detrimentally disrupting the group dynamic.

This paper answers the call for more qualitative research to investigate the “lived experience” and “behavioural processes” of directors by adopting the combined Johari window and set theory framework. This analysis tool offers an innovative method that will be of value to other researchers and practitioners investigating TMT group dynamics. It provides a rare opportunity to understand the information process and perceptions of a small company TMT and the influence on the equilibrium and cohesion of the group.

DEAR SIR,—Failing being able to provide a really well equipped Reference Library, does it not seem a pity to waste the few funds at the disposal of the average public librarian in a desperate attempt to provide a collection of local books, with the forlorn hope of stimulating interest in the department, or in buying a handful of standard reference works for the benefit of those “serious” readers who frequent the library?

Parenting programmes are increasingly a feature of services and policies aimed at improving outcomes for children and families and tackling inequality, yet they remain underused. This study aims to assess parent engagement and retention in the parent and infant (PIN) programme – a universal, multi-component intervention designed to support parents from birth to when their children reach two years of age. The programme can be tailored to parent/community needs but also includes standardised core elements including two Incredible Years parenting programmes. Programme provider perspectives on recruiting and supporting participation were also explored.

A mixed methods study was conducted involving parents (n = 106) and programme providers involved in the PIN programme. Logistic regression analyses were used to assess the impact of participant demographic characteristics on the likelihood of programme engagement and attendance. Semi-structured interviews explored facilitators’ experiences of parent recruitment and engagement, as well as barriers and facilitators of parental attendance.

First-time mothers were more likely to initially enrol in the PIN programme than younger or lone parents. However, older age and married/cohabiting status were the strongest predictors of attending at least one-third of programme sessions. Qualitative findings highlighted the importance of relationship building and connection in supporting participant recruitment and engagement. Practical and psychological barriers to programme participation are also described.

The findings shed light on factors that influence engagement and attendance in universal, early parent support programmes. Barriers to parent engagement are multi-layered and tailored strategies to promote uptake of parenting programmes are needed.