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Simon’s story is presented here; it tells of his change from his familiar world as a claims manager to an ambiguous world of consultants and projects. Simon recounts a kaleidoscope of emotions as his life is thrown into turmoil. In career terms it could be argued that Simon started and finished as a claims manager and therefore little in fact changed during the story. This would miss the fundamental changes in Simon from a motivated, confident and capable manager to timid and confused employee. Internally Simon was changed, externally no one noticed. A causal network is used to trace the patterns of connection through Simon’s narrative. This reveals his way of making sense of his experiences and allows his ontology of management and career to be explored. This leads on to a discussion of management implications.

THE Programme of the Library Association Conference which reached us on April 22nd is one of much interest. Every year increases the difficulty of providing matter which has such appeal that members can say at the close that the time has been spent profitably. The pre‐print of the papers—a rather incomplete affair—raises the thought that Conference time could be better used than in discussions on such “Research Committee” matters as library vans and temporary buildings, excellent as we admit the enquiries and results of them to be. Yet this reflection is accompanied by the certainty that there have been few conferences which have not contributed something of material use to every participator and we still hold the view that more is learned in “a week at one than in months of hermit‐like seclusion.” That last quotation was written in the first edition of Brown's Manual and is valid to this day. Our representatives will write impressions after the event, not by way of detailed report, but as endeavouring to sum up what, if anything, material has been achieved. The report published by the Association usually gives the papers in extenso, but we wish its issue could be delayed long enough to provide more informative records of the discussions. As the best contributions occasionally come from the floor, the bare‐bones notes of the names of speakers and almost telegram‐like utterances they are supposed to have made, which have been the customary report, could be greatly improved.

Huge US and Western European trade deficits with Japan indicate that Western firms are doing a worse marketing job in Japan than Japanese firms are doing in Western markets. One critical difference: Japanese executives have figured out how Westerners basically think; by and large, Western executives have learned much less about the Japanese. This paper contends that neglecting Japanese cultural factors limits marketing success, and can even lead to failure. Key Japanese anthropological concepts are explained, for the purpose of revealing how they create opportunities or problems for Western firms. Implications are discussed with emphasis on how sensitivity to Japanese values can be integrated with marketing planning.

This paper explores the careers of four Research Centre Directors located in university art and design departments in the UK. It examines on a case by case basis the relationship of cause and effect during critical moments of career progression. The research reinforces previous findings that suggest that promotion within Higher Education is greatly enhanced by research performance over teaching. The study goes much further in exploring the underlying relationships between the “entrepreneurial” and “autonomy” career anchors of Research Centre Directors and the corresponding impact on power relationships as their personal capital grows. In conclusion, the paper reports that a Research Centre Director’s career trajectory may be determined not only through responsibilities and research reputation in the field, but also through skilful application of political nous, strategic awareness, and tact in marrying internal research agendas with that of the Research Centre.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.