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In a manufacturing system, time performances are measures of system response speed to external influences. This speed depends on the resource allocation process (materials, equipment, labour) which is driven by finished‐product forecasts. Describes two essential steps, in order to develop a model for evaluating time performances which is able to detect crucial resources. The first step is represented by analysing forecast characteristics; the second step is expressed by a definition of the environment of manufacturing resources. The model, depicted in its structure and in its relationships with the most common business tools, has been tested in a number of manufacturing firms and the results are also shown.

This chapter compares the status of intellectual freedom in libraries “then” (1970s) and “now” (2005). As starting points for comparisons, it uses two Advances in Librarianship chapters, by Edwin Castagna (Castagna, 1971) and David K. Berninghausen (Berninghausen, 1979), respectively. The US Supreme Court, although somewhat ducking the direct question of library censorship in a school library case in 1982, has consistently upheld intellectual freedom, even in the face of an onslaught of federal laws passed by Congress to restrict speech. The high-water mark came in 1997 when the American Library Association joined the American Civil Liberties Union and others to challenge the Communications Decency Act of 1996, which would have prohibited “indecent” speech on the Internet, an undefined term that could have swept away vast quantities of speech. In 2003, however, the Supreme Court ruled against libraries when it held that a narrower law, the Children's Internet Protection Act (CIPA) is constitutional. This law requires libraries and schools that receive specified federal funds and discounts to use “technology protection measures” to block obscenity, child pornography, and material “harmful to minors.” This chapter looks at these and related cases, as well as the library profession's evolving ethical and political stance on intellectual freedom issues.

Nonprofit organisations (NPOs) are an increasingly fundamental part of our society. Meeting rising demand requires NPOs to attract enough resources, especially volunteers, to enable service delivery. This paper aims to adopt a novel theoretical lens to reframe this marketing challenge to inform practice and extend theory.

Practice-based exploration of a volunteer-enabled NPO, parkrun, through in-depth interviews and secondary source analysis.

The research identified that the brand community connects volunteers through three inter-connected levels. The big idea of parkrun, the focal brand, resonated with people through being “on their wavelength”, something they believed in. The local, physical event meant engagement was “on their patch”, anchored in place. Finally, the brand community enables people to volunteer “on their terms”, with fluid roles and flexible levels of commitment.

Not all NPOs have service beneficiaries who are able to volunteer, services with different volunteering roles, or operate through a local physical presence. However, taking a focal brand approach to consider the brand community through which people volunteer for an NPO, the practices that reinforce that community, and how to offer volunteers significantly greater flexibility in both role and commitment presents an opportunity for NPOs to rethink how volunteering works for them in the future.

Clear recommendations for practice include the opportunity to integrate service beneficiary with service delivery enabler (volunteer) to strengthen the implicit social contract, increasing participation to deepen the social identity felt towards the brand, and key practices that reduce barriers to volunteering.

The paper extends volunteering theory from the traditional individual needs approach to a focal brand community perspective. The marketing challenge of attracting volunteer resources to NPOs is understood through rethinking the boundaries between service beneficiaries and service enablers, anchored in social identity theory. It provides clear recommendations for practice through reframing the recruitment challenge.