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Outlines the aims, purposes and contents of the various reference guides to the manuscripts, poems and novels of Sir Walter Scott, to the dramatizations of the novels, to contemporary and subsequent reviews and critiques of his literary work, and to bibliographical studies.

HIS holidays over, before the individual and strenuous winter work of his library begins, the wise librarian concentrates for a few weeks on the Annual Meeting of the Library Association. This year the event is of unusual character and of great interest. Fifty years of public service on the part of devoted workers are to be commemorated, and there could be no more fitting place for the commemoration than Edinburgh. It is a special meeting, too, in that for the first time for many years the Library Association gathering will take a really international complexion. If some too exacting critics are forward to say that we have invited a very large number of foreign guests to come to hear themselves talk, we may reply that we want to hear them. There is a higher significance in the occasion than may appear on the surface—for an effort is to be made in the direction of international co‐operation. In spite of the excellent work of the various international schools, we are still insular. Now that the seas are open and a trip to America costs little more than one to (say) Italy, we hope that the way grows clearer to an almost universal co‐working amongst libraries. It is overdue. May our overseas guests find a real atmosphere of welcome, hospitality and friendship amongst us this memorable September!

The purpose of this paper is to explore ways in which “library value” may be communicated in a university setting through more effective engagement with strategic planning and a broader array of campus partners.

This paper presents a case study of an academic library in which alignment with the university mission and strategic plan and alignment of library assessment efforts with the broader culture of assessment at the university have resulted in positive gains for the library in terms of campus engagement and recognition of library value.

This paper provides insights into successful strategies for improved communication of library value to senior leadership, new investment in library facilities, and enhanced opportunities for collaboration across the university on strategic initiatives including student success, innovation in teaching and scholarship, and community engagement.

This paper provides library leaders with new approaches to engagement with campus partners and senior academic leadership in promoting the library as a strategic resource worthy of investment in the twenty-first century.

This case describes a community-based healthcare clinic and the issues facing the management and board of directors. The issues raised are common problems faced by all types of nonprofit organizations: insufficient fundraising and marketing policies to guide board decision making, confusion over staff and board roles in decision making, poorly thought-out bylaws that contribute to the confusion over board and staff roles, the challenge of harnessing the diverse backgrounds and opinions of a community-based board of directors, and lack of sound financial planning.

The Whitney Clinic case identifies common pitfalls in board governance and includes a roleplay to help students understand the difficulties inherent in implementing the basics of good governance.

In the past 50 years, numerous reference books have been written on the subjects of medieval history, art, literature, and philosophy. Steven F. Vincent provides a guide to selecting modern, as well as standard, sources of information on the Middle Ages.

LIBRARIANS in charge of small municipal collections are sometimes apt to forget, when enviously regarding some of the larger libraries, that, in many ways, a small library has advantages over its larger rivals, and may even carry out ideas and suggestions which are too laborious to be carried out on a very great scale. As an illustration, I wish to cite the experience of my own library at Bingley, and show how, by working out these suggestions, the membership has been raised from 700 to 1,600, and the annual issues from 24,000 to 54,000 volumes.

The purpose of this paper is to review a popular business handbook – The Business Guide – by James L. Nichols, first published around the turn of the twentieth century. The analysis is geared toward determining how it fits within the development of marketing thought and education.

A review of the marketing history literature focusing on marketing thought, education and practice around the turn of the twentieth century is conducted. The content of The Business Guide is analyzed and compared with the themes reflected in the literature review.

Most editions appeared in the era just proceeding the emergence of marketing as distinct discipline. It is unlikely that it had any appreciable influence on the development of marketing thought. However, it was used as a textbook at North-Western College in Naperville, IL, and may have been at other early business education programs in the USA and Canada. Nichols’ treatment of marketing topics was consistent with the era. It reflected commodities and functional views. For him, marketing was primarily distribution along with advertising, pricing, product management and credit. Consistent with modern marketing philosophy, Nichols placed heavy emphasis on ethics.

Despite the fact that this book was published in multiple editions over several decades, it seems to have been largely forgotten. As far as is known, this paper is the only recent treatment of this historical artifact.

Mr. Cutter commences his classic “Rules” with a statement of the objects some or all of which a catalogue is intended to compass. I have put these objects in the form of “wants,” confining them, it will be observed, to the catalogue considered merely as a finding list I may go to the catalogue, then, with any of the following half‐dozen wants:—

The literary world is an elitist enclave, where anti‐marketing rhetoric is regularly encountered. This paper aims to show that the book trade has always been hard‐nosed and commercially driven.

This paper is less a review of the literature, or a theoretical treatise, than a selective revelation of the commercial realities of the book business.

The paper shows that the cultural industries in general and the book business in particular were crucibles of marketing practice long before learned scholars started taking notice. It highlights the importance of luck, perseverance and, not least, marketing nous in the “manufacture” of international bestsellers.

By highlighting humankind's deep‐seated love of narrative – its clear preference for fiction over fact – this paper suggests that marketing scholars should reconsider their preferred mode of research representation. Hard facts are all very well, but they are less palatable than good stories, well told.

The paper makes no claim to originality. It recovers what we already know but appear to have forgotten in our non‐stop pursuit of scientific respectability.