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RAYMOND PALMER continues his investigation into the secrets of industry's cloak‐and‐dagger men.

Acting through its parent company the Satra Group, Ion Deposition Ltd has purchased the assets of Peatgrange IVD Ltd, its former competitor of Leeds. The negotiations were headed by the managing director, Raymond Palmer, for the purchase of Peatgrange IVD's assets from its parent company, the Cray Group.

BUSINESS ESPIONAGE is currently one of the most insidious threats facing successful British companies.

Research findings on the recruitment market for library and information service (LIS) workers are discussed in the context of management development. Qualitative and quantitative analysis of the results uncovered implications for organisations and individuals seeking to develop management and leadership capabilities amongst managers of library and information services. Recruitment advertising seems to solicit applications for management positions on the grounds of evidence of professional development rather than evidence of management development. The implications of professional and management cultures for library management and leadership development are discussed. Further research questions on management development in a library setting are proposed.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The study aims to adopt a multi‐stakeholder and inter‐organizational information systems (IOIS) approach for investigating the factors affecting the adoption of destination management systems (DMS) by various tourism stakeholders in Greece.

A literature review and focus groups were used for identifying and contextualizing the factors affecting the tourism stakeholders' decision to adopt DMS. In addition, a nationwide survey was conducted measuring the perceptions of various stakeholders in Greece about the factors influencing their DMS adoption.

The findings demonstrate that inter‐organizational and collaboration issues, secondary intra‐organizational and technological factors affect stakeholders' decision to adopt DMS. Significant different perceptions about the role and effectiveness of DMS were found between private and public tourism organizations, which highlight the need to manage the different (and sometimes conflicting) stakeholders' perceptions and interests.

Research can be conducted in different sectors to refine and test the findings about the factors influencing IOIS adoption in various social and environmental contexts. Future studies could also refine the findings by investigating not only the factors affecting the adoption of DMS but also the factors influencing their implementation and operations.

The findings reveal important factors that need to be considered for influencing the stakeholders' decision to adopt IOIS and DMS in tourism. Specifically, the study highlights the need to address the adoption of DMS as a socio‐technical project that primarily emphasizes the management of stakeholders' relations, perceptions and interests. The findings also reveal the organizational and behavioural changes that are required in order to transform the management and increase the effectiveness of public DMS, which in turn can significantly increase the DMS adoption.

The findings contribute to the tourism field by examining DMS from a multi‐stakeholder and IOIS approach. The study also contributes to the IOIS literature by contextualizing and providing evidence of IOIS results from the tourism industry, since contextualization is considered crucial for refining and enhancing the transferability of IOIS research. The study also further advances IOIS research by including and investigating the perceived importance of items about the social context of IOIS (i.e. interorganizational and collaboration issues) as explanatory factors of IOIS adoption.

This article contains two brief cases about health‐care disputes, designed for executive education audiences who work in health care. One case is a dispute between a doctor and a hospital administrator over authority to control nursing assignments. The other case is about doctors competing for access to operating room space. These cases are used to discuss underlying causes of the disputes and participants' strategies for managing these disputes. The teaching note focuses on using the power, rights, and interests model from Ury, Brett, and Goldberg (1988) as a way to organize the discussion.

School leaders seeking to implement restorative justice discipline practices in diverse urban schools have a series of subtle and crucial decisions to make that are omitted in the literature on alternatives to suspension. The current chapter examines one group of Black teachers from a larger study of schools using restorative practices. In interviews and observations, these teachers demonstrated Du Bois’s theory of Double Consciousness; they recognized both the institutional dynamics of the school’s discipline policy and the ways in which enactment of that policy ultimately replicated traditional racial inequality. They repeatedly challenged restorative theory and practices in terms of their relevance to students whose everyday reality involved police violence, community violence, and impoverished living conditions. While praising its potential as a foundation for communication and trust building, they perceived its implementation as a way to restore obedience for the student and restore order in the school. While stemming from one group of teachers in one school setting, my findings beg important questions for school leaders, researchers, and policymakers concerned with school discipline reform.

Office work has grown explosively in this century. Once a small occupational category, office work now includes about 40 percent of the American work force. Yet office work continues to be “the familiar unknown”: we worry about its growing size, we are concerned about its productivity, and we design systems to improve it; but our real knowledge of what goes on in the office is very shallow. This article discusses only a few of the many subtle facets of office work that vendors and users must understand to meet the needs of this attractive, but difficult market.

Purpose: The purpose of this chapter is to examine women’s college alumnae’s gender panics surrounding transgender admittance policies and negotiations on how to define the boundaries of the alumnae community in moments of these panics.

Methodology/Approach: I explore these negotiations by conducting a modified grounded theory approach of online discussion threads of one women’s college alumnae Facebook group from 2013 to 2016. These threads (39 threads; 2,812 comments) discuss transgender admissions policies at women’s colleges and the definition of woman more broadly.

Findings: I outline three strategies that define who belongs to a women’s college community in response to peers’ gender panics. First, I discuss the ways in which alumnae “call out hate” and label exclusionary peers as Trans Exclusionary Radical Feminists (TERFS). Second, I discuss the negotiated boundaries of who is included within the women’s college community. Finally, I focus on the recommended suggestions and expectations for fellow alumnae to be allies toward their trans peers.

Social Implications: These findings imply that feminist boundary negotiation is not only simply based on external threats, but can also be debated among members within the community.

Originality/Value of Study: This study highlights the nuances and strategies of boundary construction in regards to the social category of woman. I propose that researchers expand theorizations of gendered boundary negotiation to consider the ways in which boundaries are drawn not only as a form of panic and exclusion but also as a response to such panics to promote inclusivity and diversity.