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Let me begin soon after the beginning of economics: with money. Money is a concept whose centrality to Economics, especially to conventional Economics, is hard to overestimate: Money is the main means by which economists tend to appeal more easily to an alleged scientificity for their discipline, because it so easily lets them ‘Go forth and quantify’.

The purpose of this paper is to utilise Williams' writings on hegemony in order to examine why and how in the last 25 years efficiency has come to dominate the public sector and to explore the consequences of this development.

The paper employs a literature‐based analysis and critique.

Williams' model is able to explain why and how the public sector has become preoccupied with a selective version of efficiency, the significant role played by accounting, and the cultural clashes encountered in the public sector.

Williams' model could be used in a variety of settings for a variety of purposes.

Williams' writings are new to the accounting literature. The paper is novel also in that it uses Williams' writings to explain efficiency's dominance.

IN The verdict of you all, Rupert Croft‐Cooke has some uncomplimentary things to say about novel readers as a class, which is at least an unusual look at his public by a practitioner whose income for many years was provided by those he denigrates.

We conduct an experiment asking participants to choose to purchase either a traditional or hybrid car to examine how federal-state conformity of tax incentives impacts the decisions of taxpayers. We also examine perceptions of taxpayers surrounding federal-state conformity. Consistent with theory related to the effects of information environment and using an experiment in which taxpayers are asked to evaluate tax incentives related to a purchase decision between a traditional and hybrid car, we find that conformity is a significant factor in increasing the propensity to take advantage of the tax incentive. Specifically, we find that participants with simple and conforming federal-state incentives are more likely to take advantage of the tax incentive than with complex and conforming federal-state incentives. In addition, the effects of conformity between federal and state incentives suggest that participant perceptions of the federal system were heavily influenced by the actions of the state.

OUR new volume opens in a grave moment in national history and it remains almost a marvel that libraries are Still not only able to persist, but even to expand their book‐work. Is it because of the truth in some admirable words of Charles Rupert Sanderson, in the Toronto Public Libraries Annual Report for 1941: “Whoever believes in democracy must believe in public libraries”? He goes on to say: “Unless any formal education period is to amount to little more than writing on the sand, it must be continued by a lifelong use of books—engendered in childhood, fostered in youth, and built into an adult habit.” Amongst the young people the need for books was never greater, and the difficulty of getting new books for them was never more marked. It is a time when older books should come into their own again. Another feature has been the desire for small collections of “lending books” in munition works, training centres, canteens, clubs and the innumerable other meeting places of men and women. The problem of the day is “time and again time.” There is none of it for travelling, even to libraries, although in the said centres men and women have often to Stand by for hours when they could, and would, read. Librarians have used the opportunity and may be called upon for more of these “dispersal” activities. Otherwise, with all our problems, of which as the writer on Letters on Our Affairs suggests, the greatest is books, although the staff problem is acute, our work flourishes so far as book‐use is concerned. Librarians have faith that a culture so based on books will outlast present cataclysms. People who can read can endure and people who endure can fight, both directly and indirectly, and keep on doing it.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

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

Some corporations seem to turn everything they touch to gold, even in markets where competitors are struggling just to keep afloat. What is the deciding factor that determines whether a company will become a star, fixed firmly in the international business firmament, or merely a passing meteor, flashing by briefly before burning itself out? Reviewing some of the brightest business stars, namely the steel giant Arcelor Mittal, Rupert Murdoch's media empire and the reinvented Jaguar/Landrover group, the answer can be found in the people responsible for their firms' success.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.