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Recent trends in the provision of infrastructure development indicate that the private sector is playing an increasingly important role in the procurement process. This trend has partly arisen out of a necessity for the development of infrastructure to be undertaken at a rate that maintains and allows growth. This has become a major challenge for many countries where it is evident that these provisions cannot be met by government alone. The emergence of Build‐Own‐Operate‐Transfer (BOOT) schemes as a response to this challenge provides a means for developing the infrastructure of a country without directly impacting upon the government's budgetary constraints. The concepts of BOOT are without doubt extremely complex arrangements, which bring to the construction sector risks not experienced previously. This paper examines perceptions of BOOT schemes in order to develop a framework of critical success factors. The developed framework is then tested against a case study of Stadium Australia, and the outcomes of the comparison are discussed.

The paper has three main sections. The first summarises both the evidence for union decline or stagnation (such as decreasing union density, falling numbers of workplace representatives and fewer days lost in strikes), and the standard explanations (such as macro‐economic factors, labour force changes, falling workplace size and changes in the bargaining context). The second section suggests an approach to the comparison of union cultures in the three countries. The third section develops a comparative approach to trends in job regulation, and the role of unions within this. Finally, the paper offers some conclusions from this comparative analysis on the emerging debate over union survival.

The 1979–82 recession in the US car industry has been accompanied by both technological change and the rebirth of the human relations approach to industrial relations. This article considers the state of play in the technological and industrial relations “revolutions” of US car manufacturers in the early 1980s.

The purpose of this paper is to explore comparatively the relationship between the employment relations contexts and trends in collective conflicts based at the workplace and conflicts handled individually in employment tribunals outside the workplace.

The paper employs an international comparative approach comparing conflict data and employment relations models in Britain, France, Italy, Portugal and Poland.

Collective disputes are at lower levels in the 2000s than in earlier periods in each of the countries studied, while accessing employment courts appears to be as or more frequent than in the past. In France and Italy, conflict appears to be more systematically legitimated in defence of citizenship rights than elsewhere. Both individual and collective conflicts are more common than in Poland and Portugal where labour regulation and employee rights appear either less effectively enforced or, as in Britain, only weakly embedded.

Unions in France and Italy appear more successful in focusing media attention on their collective conflicts, and in securing somewhat more positive state intervention than in the other countries, while at the same time supporting individuals taking cases to the courts. In Poland and Portugal, there are very high levels of individual employment complaints taken to the courts, and little collective strike action, while in Britain unions find it difficult to mobilise action at both collective and individual levels.

Unions will have to become more aware of the need to win public legitimacy for resistance if they are to continue to be able to defend workers' interests both collectively and individually.

The paper considers whether different national institutional frameworks are presenting similar shifts from collective‐based to individual‐based resistance in workplace disputes.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

The case is based on a real supply chain outsourcing management decision at a major manufacturing company. The company has been disguised for confidentiality reasons. The case discusses different types of outsourcing, supply chain management, the benefits and risks of outsourcing, and various pricing models for outsourcing contracts. Students must make a management decision and answer these questions: Is supply chain outsourcing a viable option for DB Toys? What will the return on investment be? What is the best outsourcing model? What is the best pricing model?

Students learn the different types of outsourcing, supply chain management, the benefits and risks of outsourcing, and various pricing models for outsourcing contracts. Students also learn how to calculate the return on investment of supply chain outsourcing. Most important, the case enables students to understand the strategic context of outsourcing, and to decide which outsourcing model and pricing is appropriate.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

In March 2009, Steve Fowler, vice president of strategy and client service at full-service advertising agency Ayzenberg, had just completed what he considered to be one of the most innovative campaigns he had ever handled. Capcom, a leader in the video gaming industry, had just launched Resident Evil® 5 (RE5), the latest release of one of the industry's most valuable game franchises. RE5, a powerful asset with a passionate fan base, had warranted the use of an online viral, or word-of-mouth (WOM), campaign for its worldwide game launch. Although the creative work and appropriate media for the RE5 launch had been meticulously planned, Fowler was also interested in measuring the effectiveness of the campaign to better serve his client. In the past, measuring WOM was practically impossible. However, a software company named Meteor Solutions had found a way to do exactly that. Fowler and his team had worked with Meteor to execute several campaigns for other clients, but he had never applied Meteor tools on such a large scale. Fowler knew Capcom would want to hear specific WOM figures. What was the return on investment for the RE5 campaign and the implications for future campaigns? Had the Meteor tools provided comprehensive and actionable information, or was more work needed before these solutions could be widely used in advertising?

How to measure the value and fully leverage social media marketing including key success factors, challenges, metrics and implications for future campaigns and other industries.

Public‐private partnerships (PPPs) and other innovative procurement mechanisms are frequently used to deliver both an asset and a public service over a protracted period. The value streams to the parties involved can be complex, but generally arise from the satisfactory provision of infrastructure that is fit for purpose throughout its life. This research aims to investigate the effectiveness of the facility management (FM) function in delivering long‐term value to both the client and consortium.

This paper describes a case study of a PPP in Australia that delivered social infrastructure in multiple locations to a state government. Drawing upon multiple perspectives from within the consortium, it utilises inductive principles to identify the influences on value generation through innovation by the FM function.

The ability of an Australian FM contractor to provide value within a PPP context has been shown to reflect some of the attributes described in literature. However, the extent of innovation, especially in the design and construction phases, has been limited by organisational history and capability, and relational and contextual issues.

This research highlights a flaw in the rhetoric relating to PPP delivery, namely the disconnection between the asset delivery and service delivery phases, which stifles the consortium's capacity to innovate and maximise value. It reveals a set of influences that both resonate with the literature and plausibly explain the suboptimal performance of the FM function within an Australian PPP. By using highly iterative analysis leading to within‐case generalisability, it provides a robust basis for wider investigation of the problem.