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The purpose of this paper is to present a preliminary study of the effect of the presence at work of employees' dogs on stress and organizational perceptions.

A pre‐post between‐group design with repeated measures was used to compare differences between employees who bring their dogs to work (DOG group), employees who do not bring their dogs to work (NODOG group), and employees without pets (NOPET group) on physiological and perceived stress, perceptions of job satisfaction, organizational affective commitment, and perceived organizational support.

Combined groups scored significantly higher on multiple job satisfaction subscales than the reference norm group for these scales. No significant differences were found between the groups on physiological stress or perceived organizational support. Although perceived stress was similar at baseline; over the course of the day, stress declined for the DOG group with their dogs present and increased for the NODOG and NOPET groups. The NODOG group had significantly higher stress than the DOG group by the end of the day. A significant difference was found in the stress patterns for the DOG group on days their dogs were present and absent. On dog absent days, owners' stress increased throughout the day, mirroring the pattern of the NODOG group.

This paper provides the first quantitative exploratory study of the effects of pet dogs in the workplace setting on employee stress and perceptions of satisfaction, support and commitment.

This paper discusses the need for and possible resistance to interdiscplinary education and development in the US business schools today. In‐depth structured interviews were conducted with executives from 12 companies located in the Mid‐Atlantic states of the USA, each of which is included in the Fortune 1000 listing. Interview questions sought input on the appropriateness of recent new hires’ knowledge and skill level to meet organizational demands. Content analysis of interview responses produced five major content themes. These themes indicate that newly hired employees need to possess greater: communication skills in speaking, writing and interpersonal relations; team‐oriented skills; cross‐functional/ interdisciplinary perspective; change receptivity; and intercultural awareness. One approach for meeting these organizational needs and increased interdisciplinary interaction among the faculty is presented.

Although organizational citizenship behavior (OCB) is widely known to have a positive ethical impact in work organizations, the causal antecedents that influence the likelihood of such behaviors among employees is understudied. We addressed this gap by examining the influence of visual images of people on relevant work-related behavior in a work-like setting using the theoretical frame of the social identity perspective. We found that students in a university setting, who were exposed to religious-themed student images, exhibited slower helping behaviors toward the organization than those who were exposed to organizational-themed student images. The results of the current study provide the first-known experimental confirmation of organizational identity as a causal antecedent of OCB.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

AT the Conference at Folkestone of the London and Home Counties Branch of the Library Association, Mr. Jast gave one more example of his old fire and vigour in a paper which he entitled Publishers and Librarians. No doubt in other pages than ours the text will be given in full. Here, in summary, we may say that he dealt with some of the needs of librarians and readers for well‐produced editions of good books which for some reason were obtainable only in double‐columned small type or otherwise almost unreadable or at any rate unattractive form. He instanced Disraeli's Curiosities of Literature. He urged that if a sufficient number of public and other librarians represented this want to publishers, promising that the libraries would support such an edition, it was unlikely that the request would be ignored. A further suggestion arose from the established fact that in the welter of editions of certain books many were ill‐produced and unworthy to be placed in the hands of unsuspecting bookbuyers. Robinson Crusoe was a case in point, and as many parents desired their sons to read this they were often persuaded to buy editions which were unsuitable. Here he made a suggestion which is entirely practicable: that the Library Association should examine all of the common classics for form and for textual accuracy—a feature in which he alleged that some were deficient—and fix on suitable editions, allowing the publisher to add to their title‐pages “approved by the Library Association.” We seize upon this point first because there is nothing Utopian about it. It is a work that ought to be done.

LOUGHBOROUGH was the first of the post‐war schools to be established in 1946. This resulted from negotiations of representatives of the Library Association Council with technical and other colleges which followed their failure to secure facilities within the universities on the terms of the L.A. remaining the sole certificating body. The late Dr. Herbert Schofield accepted their terms and added a library school to already varied fields of training within his college.

The purpose of this paper is to examine the matrix organisation in one municipality. It focusses on whether decisions can be based on shared understanding, as well as identifying conflicts and proposed solutions between central administration and the line divisions.

The case study is founded on empirical data from city of Turku, Finland. The data are based on two surveys and participant observation data (employees’ meetings and workshops during 2013-2015).

Conflicts were categorised based on structure, processes, resources, people, and rewards. Conflicts emerged on an individual level, such as role conflict, role ambiguity, and role overload. Administrative procedures, personnel resources, scheduling, and personality issues emerged on an organisational level. Conflicts were greater in the line organisation than in central administration, but they did not differ much. Proposed solutions were few, but jointly determined. The value of the matrix was in the creation of a coherent vision. Cross-dimensional steering groups offered fora for identifying problems and solving conflicts, but the ability to realise change was limited, mainly because of a lack of decision-making power.

Methodological limitations relate to the generalisation of the findings.

The study findings call for developing network-based communication models, as well as public management styles adjusted to matrix-type organisations.

The conflicts raised are similar in public-sector organisations and private companies. However, the proposed solutions may vary because of the limited possibilities for a municipal organisation to rectify the problems that emerged.

Based on extant literature on empowerment and team management, this paper aims to examine the effect of power distance and collectivism on the relationship between empowerment and team performance through the mechanisms of knowledge sharing and intra-group conflict.

This paper conceptualizes a model depicting the relationship between team empowerment and team performance across cultures.

The authors argue that team empowerment can increase both knowledge sharing and intra-group conflict in working teams. Knowledge sharing facilitates team performance, while intra-group conflict impairs team performance in the long run. Team empowerment yields different team performance across cultures due to the respective moderating effects of power distance and collectivism.

This paper explicates the moderating roles of power distance and collectivism on the relationship between empowerment, knowledge sharing, intra-group conflict and team performance. The authors suggest that the effectiveness of team empowerment is contingent on the cultural context that the team operates in.

Month after month we bring forward additional evidence of the injury resulting from the use of chemical “preservatives” in food, while the Authorities feebly hesitate to give specific legal effect to the recommendations of the Departmental Committee which made such a complete inquiry into this question. The evidence upon which those recommendations were based has been fully corroborated by a number of different observers. FERE and others have shown that, as regards boric acid and borax, even when administered in the smallest medicinal doses, there is always the risk that these drugs may aggravate, or even produce, renal diseases. These observations have been confirmed by the work of Dr. CHARLES HARRINGTON, an account of which has been recently published. Twelve cats were fed on the same food; six were treated with borax, one had no preservative, and five were given a preservative which had no apparent effect. The experiment extended over a period of 133 days, the quantity of borax given averaging about 0.5 grms, per diem. Three of the borated cats soon became ill, and one died at the end of six weeks. On the termination of the experiment the cats were all killed, and upon examination it was found that the organs of the six cats which had not taken borax were in perfectly sound and healthy condition, while the others, with one exception, were all suffering from nephritis. Of course, instances are recorded in which patients have been treated with borax and boracic acid with apparently no injurious result, but as a general rule these experiments have been of too short duration to allow of the desired information being arrived at, and the results must therefore be regarded as inconclusive and unreliable. It is perfectly evident that the kidneys may be for a short time quite capable of eliminating many objectionable substances, but the long‐continued use of such bodies, as Dr. HARRINGTON'S researches clearly indicate, sets up an inflammatory condition of the kidneys which, of course, interferes with the effective performance of their proper functions, and lays the foundations for complications of the most serious nature.