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Outlines the work undertaken to repair and upgrade ′The Milliners′, a 16th century structure and Grade II listed building. Discusses the initial thorough investigation of the house, and the methods by which the owner′s brief to retain the character of the house while allowing for a high standard of modern services, was carried out. Details the problems of inserting services into the structure without cutting into the floor and the installation of central heating radiators into the outside wall of one of the bedrooms. Explores the work of the building contractor, electrical services contractor and mechanical services contractor, supervised by a clerk of works. Suggests that the work would have been more efficiently carried out by a single consultant.

Previous research combining corporate political activity and collective action theory has focused solely on industry structure and its role in predicting group lobbying or PAC participation. The purpose of this paper is to use a different context—franchise systems—to apply Olsonian collective action theory to political activities.

Using a random-effects technique in STATA on an unbalanced panel data set, this paper empirically models the effects of franchise system size and degree of franchising on the level of lobbying intensity.

Since franchise systems are made up of differing unit ownership structure, the author first model if those systems that are fully franchised lobby less than those with franchisor unit ownership (supported). Next, since collective action theory predicts that more participants in a space will lead to less collective action, the author predict that franchise systems with larger unit counts will lobby less than those with smaller counts (not supported). Finally, the author test the interaction of these two effects as systems that are fully franchised and of higher unit totals should have an even greater negative relationship with political activity (supported).

This paper uses both a novel data set and a novel context to study collective action. Previous research has utilized an industry structure context to model the level of lobbying and collective action, while the current research uses an analogous logic, but in the context of franchise systems.

Much of the debate surrounding genetic modification has centred on food product ingredients, in particular soya derivatives, and the supposed inability to segregate GM from non‐GM soybeans. Protein Technologies International has, however, implemented a system, Identity Preservation, which ensures the delivery of non‐GM soy protein to its customers. The system covers seeds, on‐farm storage, planting, growing and harvesting, transportation, processing and distribution, with independent third‐party verification. It is, believes the company, a way of ensuring that consumers can obtain the health benefits of soy protein consumption even if they are actively avoiding GM ingredients.

To provide a concise briefing on the potential advantages of executive coaching.

This briefing is prepared by an independent writer who adds his own impartial comments and places the argument in context.

Axmith's article focuses on the circumstances that prompt organizations to use executive coaching as a form of intervention to support the chief executive, and highlights the effectiveness of that intervention with a series of situations and how they are resolved. Brown and Wilkes promote the idea that coaching is the most cost‐effective way to learn – little and often. Johnson reviews the rise in awareness among US companies of achievements that can result from executive coaching and balances the benefits and drawbacks for a company of outsourcing or recruiting coaches internally, or even using a mixture of the two. Parsloe and Rolph use the findings of the 2004 training and development survey, from the Chartered Institute of Personnel and Development, to explore the growing popularity of coaching, how its value is perceived and how it fits in with other methods of corporate performance and development activity.

Illustrates the situations in which coaching has proved its worth. Contains plenty of practical advice for any organization considering the implementation of a coaching program.

Provides some useful information about executive coaching.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

A small group of pioneering founders led the creation and early evolution of the service research field. Decades later, this article shares timeless service wisdom from ten of those pioneering founders.

Bowen and Fisk specified three criteria by which to identify a pioneering founder. In total, 11 founders met the criteria (Bateson, Berry, Bitner, Brown, Chase, Edvardsson, Grönroos, Gummesson, Parasuraman, Schneider and Zeithaml) and were invited to join Bowen and Fisk – founders that also met the criteria as coauthors. Ten founders then answered a set of questions regarding their careers as service scholars and the state of the field.

Insightful reflections were provided by each of the ten pioneering founders. In addition, based on their synthesis of the reflections, Bowen and Fisk developed nine wisdom themes for service researchers to consider and to possibly act upon.

The service research field is in its fifth decade. This article offers a unique way to learn directly from the pioneering founders about the still-relevant history of the field, the founders' lives and contributions as service scholars and the founders' hopes and concerns for the service research field.

This paper aims to provide an interview with Richard Lepsinger on flexible leadership.

The paper provides an interview with Richard Lepsinger exploring the model of flexible leadership.

Richard Lepsinger provides views and a case study of flexible leadership.

The paper provides an insightful interview with Richard Lepsinger.