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The case was devised using both primary and secondary data sources. Primary sources of data consisted of in-depth interviews with individuals using the cycle hire project. The researcher also had first-hand experiences of using the cycles. The case study has been tested with undergraduate and graduate students taking management information systems courses.

This teaching case study charts the London cycle hire project, mostly from its first inception in July 2010, right through to the planned expansion of electric cycles from Summer 2022. The main aim of the case is to introduce students to project management challenges which are part of the London cycle hire project. While the project was filled with enthusiasm from its early beginnings, various challenges were encountered including issues associated with the project procurement/sourcing process, software and technical problems, as well as other project management issues. Problems became so severe in 2011 that the service provider was hit with a penalty and had to make critical project improvements. Would these accountability measures prompt the service provider to resolve these issues? How would the service provider go about undertaking a fact-finding exercise to verify the existence of the challenges and address them to ensure renewed project success?

The case was written for classes at both the undergraduate and graduate levels. The focus of the case is particularly well suited for exploring topics and issues relating to types of information systems, project management and accountability, multiple global supplier procurement, as well as challenges associated with hardware integration and software design. While the case was targeted at MIS students, the case study would also be effective for an introductory level project management course or a general management course. The subject of the case, the bicycle rental program, is likely to appeal to students, and the basic underlying business issues, processes and objectives of the project are easily understood.

This paper explores religious education (RE) in South Australia from 1968–1980. It focuses especially on the collapse of the RE settlement from 1968–1972 and the controversial legislation and subsequent curricula emerging from changes to the Education Act in 1972.

This paper draws upon archival materials, published sources from the South Australian Institute of Teachers, the South Australian Education Department and the Religious Education Project Team, as well as an interview with Malcolm McArthur, one of the most influential figures in the controversy.

Following the collapse of religious instruction from 1968–1972, the Minister of Education quickly passed legislation regarding a new course of religious education. A major controversy subsequently broke out over the appropriateness and design of a new programme of religious education. Educators attempted to design an educationally sound programme of RE that would avoid the problem of indoctrination. Ultimately, a new programme was created that satisfied neither proponents nor opponents of religion in state schools, and General Religious Teaching gradually faded from South Australian classrooms by 1980.

The article engages with broader debates on the nature of secularity in Australian history. In particular, it complicates the political-institutional approach developed by Damon Mayrl by stressing the agency and significance of elite educational and religious actors in the creation of new secular settlements. It also provides a useful addition to an older South Australian historiography by utilising newly available sources on the topic.

The purpose of this paper is to develop “techno‐change alignment” as an approach for evaluating the effectiveness of large‐scale technology‐enabled organisational change, commonly associated with the adoption of enterprise information systems (IS).

By developing a processual analysis of techno‐change, useful insights are developed concerning techno‐change alignment, within the confines of an enterprise resource planning (ERP) case study. Recent techno‐change literature, emerging ideas on human agency, cultural and social relations are incorporated as part of the evaluation approach taken. The paper also discusses the implications of more recent work on techno‐change and suggests directions for future research.

In terms of “structural” alignment, the ERP system was chosen because it reflected requirements of the case study in the university/education sector. As part of “strategic and intellectual” alignment, business processes were reviewed, as well as alignment with university aims and strategy goals. “Social and cultural” alignment between different groups of users is paramount for effective integration and re‐embedding of relationships and activities once techno‐change is introduced. Wider implications of processual alignment suggest that bringing users and stakeholders together as human agents for techno‐change within a high priority communication environment is essential for developing effective social relationships.

Given the difficulty of developing usable evaluation mechanisms for techno‐change and complex enterprise information systems, the contribution of this article is the demonstration of an effective interpretative (processual) IS evaluation approach, which the authors refer to as “techno‐change alignment”.

Offers advice to librarians using DOS‐based machines on how to cope with hard disk failure and on the best ways to back up data. Gives instructions on an alternative to backup programmes, which is to use a data compression programme such as PKZIP.

Laments the fact that new and expensive software upgrades are not always a step forward, and can, in fact, be costly mistakes if they are not what the buyer wanted in the first place. Introduces the concepts of ′shareware′ – software that can be given a trial run before being purchased, and ′public domain′ software, which is available free of charge to be used by any member of the public. Lists a few of the better shareware programs and places where it can be obtained.

Endecotts manufacturers and suppliers of industrial test sieves, are taking advantage of their position by displaying the Kitemark on sieves produced to the British Standard.

The purpose of this paper is to explore a possible strategic role for computing ethics and investigate how they might align with corporate values and higher education (HE) strategy making.

A longitudinal study of a university in the South East of England is used to examine qualitative findings and develop a formative discussion. The findings, discussion and conceptual framework draw upon documents analysis and 14 semi-structured interviews with senior informants involved in strategy making and implementation within a HE case study setting.

Findings are discussed in terms of: first, dealing with everyday computing ethical issues facing HE, such as common information technology (IT) threats and data protection; second, responding to ethical opportunities, dilemmas and challenges associated with the adoption of new information and communication technology in areas such as eLearning; and third, harnessing aligned IT opportunities, computing ethics and organizational values for long-term strategy development.

This paper is important for strategic decision makers as they consider the joined-up nature of computing ethics and organizational strategy. Explicating hidden ethical opportunity and threat dimensions of eLearning, computing networks and organizational design should be an area for future research. The authors are limited by the use of a single case study, and generalizability of findings.

The contribution of the paper is a macro-analytical and conceptual approach that explores tentative links between computing ethics, corporate values and strategy making, while supporting future empirical studies between traditionally disparate research domains.

To translate theory into a practical tool, the purpose of this paper is to provide a conceptual framework for the development of social marketing strategies to modify event attendee behaviour in a sustainable direction.

Consumer value is synthesised with social marketing and consumer behaviour theory to develop the framework. A major problem for festivals (throwaway tents) and current pro-environmental practices are used to determine the framework's applicability.

The conceptual framework suggests that achieving desired behaviour(s) within an audience requires consideration of the added value at the downstream level, strategies that recognise offsite/onsite behaviour settings, engagement of upstream advocacy and more attention to the evaluation of success.

A single low-involvement behaviour example is used to validate the conceptual framework suggesting further work is needed to widen tests of its applicability.

This paper synthesises theory into a framework that has significant potential as a tool to develop behavioural change strategies at events.

This paper aims to describe a case study of the FCC, dealing with relieving the tension between technical innovation and the regulation of applications of technology.

The author's experience as Chief Scientist of the FCC is used to show how the innovations of the information age were accommodated under the procedures governing the regulation of communications.

The success of the rapid introduction of digital information technology and networking, replacing analog telephony and inflexible technical rules governing the use of the electromagnetic spectrum, resulted from relatively minor modifications in staffing of a technical planning office lacking currency with the innovations in the technology supporting the communication and broadcasting industries. The support of the chairman, the commissioners, and their confidence in the leadership of the office were critical to success.

Leading a regulatory agency to helping rather than hindering progress speaks for itself.

Mr Steve Holland, aged 29, has been appointed specifications manager for Camrex's worldwide Protective Coatings Division. Reporting to the sales director Peter Anderson, this key appointment supports the new sales and marketing operation of the Division. As Specifications Manager, Mr Holland will ensure that the company's high‐performance coatings continue to be specified for major contracts in the UK and overseas. He will be based at Camrex's London office in Fenchurch Street EC1.