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The purpose of this case study is to detail the implementation of a managed learning environment (MLE) in a large National Health Service (NHS) Trust employing 8,500 staff. It aims to be of use to those seeking to implement a virtual or managed learning environment within their organisation and to help in reflecting on the project so far and to learn lessons to support the implementation of a national MLE for the NHS.

The paper is based on the practical experiences and challenges of implementing an organisation wide system, reflecting candidly on the successes and failures of such a project.

The success of the MLE implementation is to a large degree based on the quality of the legacy data, and of the ability of the organisation to respond to changes in the way data are collected and processed. The ability of a supplier to work with a large and complex organisation is also a critical success factor, yet it is difficult to assess this suitability through comparison with other large organisations.

The authors' experiences are transferable and there are a number of key messages which will be of use to other implementers. The findings in relation to the way data are collected and processed have highlighted and in some cases suggested ways forward to improve how records are managed locally.

As blended learning in both public and private sectors increases in popularity, the planning and implementation of systems able to accurately reflect training needs and achievements is vital, yet the reality is that these systems often rely at the outset on poor legacy data. The authors are not aware of another article in this genre in the UK.

Explains the implementation of a managed learning environment at an NHS Trust, summarizing successes and challenges that will be of interest to anyone planning similar system upgrades.

Reviews an article presented by three members of the NHS Trust on managed learning environments.

It was found that the quality of legacy data has been the major challenge that still needs to be worked through completely, but administrators as well as trainers and trainees have had positive feedback.

Offers useful advice for the challenges to expect in implementing training systems such as the one at NHS.

Gives a clear case study with practical advice. The authors claim it is a unique article in the UK.

Emphasises the dangers of complacency in business thinking and of the risks associated with strategic decisions that are repetitive and predictable. Introduces a military decision making model termed manoeuvre warfare and its history, successes, and applications within a business context. Recounts some well‐known military and business decision making blunders and warns of the strategic implications of falling into the same flawed decision‐making traps. Concludes with arguments supporting aggressive strategies that exploit the elements of speed, surprise, and flexibility.

Recognizing the impact of innovation on organizational performance, scholars from a number of disciplines have sought to identify the conditions that make innovation possible. Although these studies have served to identify a number of key variables, the relationship between these variables and innovation is complex. In this chapter, we argue that the apparent complexity of these relationships may be attributed to cross-level differences in the requirements for innovation and the existence of complex interactions among the phenomena operating at a given level of analysis. The implications of this multi-level perspective for understanding how innovation occurs in organizational settings are discussed.

Film provides an alternative medium for assessing our interpretations of cultural icons. This selective list looks at the film and video sources for information on and interpretations of the life of Woody Guthrie.

Covers a special issue of this journal (E+T) which looks at various ways of keeping the workforce data specific and able to adapt. States that some of the articles explore the relationship between employers and the education world of business. Draws on experiences from the USA, the UK and Europe; and among the businesses discussed are: Microsoft; IBM; Maytag corp.; Vauxhall; St John Ambulance; McDonald‘s; Bradford Management Centre; Bayer; Newcastle upon Tyne City Council and the University of Northumbria; University of Leuven (Belgium); and Stanford University Office of Technology licensing. Proposes that the overriding theme herein is that the lethargy within UK companies must be overcome if the UK is to remain an economy with competitiveness as its catchword. Concludes that the recruitment of the right people, allied to training, will lead to retainment of the staff and increases in creativity and productivity.

The purpose of this paper is to describe how an academic library at one of the most diverse universities in the country responded to the 2016 election through the newly formed Inclusion and Equity Committee and through student outreach.

This paper details the context of the 2016 election and the role of social justice in librarianship. It offers ideas for how library diversity committees can address professional development, recruitment and retention efforts and cultural humility. It highlights student outreach efforts to support marginalized students, educate communities and promote student activism. Finally, it offers considerations and suggestions for librarians who want to engage in this work.

This paper shows that incorporating social justice, diversity, equity and inclusion requires individuals taking action. If institutions want to focus on any of these issues, they need to formally include them in their mission, vision and values as well as in department goals and individual job descriptions. The University of Nevada, Las Vegas University Libraries fully supports this work, but most of the labor is done by a small number of people. Unsustainable practices can cause employee burnout and turnover resulting in less internal and external efforts to support diversity.

Most of the previous literature focuses either on internal activities, such as professional development and committees, or on student-focused activities, such as outreach events, displays and instruction. This paper is one comprehensive review of both kinds of activities.