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There has not been much movement in the British library field since we wrote last in these pages. Such reports as come to hand indicate increased work, and even more difficult conditions, in the various libraries of the kingdom; and there are indications of an anxiety, very natural, as we think, as to the results of the new National Service Act upon the future. So far the Government has dealt not unwisely with local government staffs, and as many librarians are engaged in war‐work in addition to their ordinary duties, they will receive consideration no doubt. The removal of all eligible municipal staffs under the age of 51 would be a weakening of many war efforts which the central Government has devolved upon local authorities; and in these efforts librarians have in general taken a more than generous share.

ONE of the subjects which will probably come up for discussion at the Brighton meeting of the Library Association is that of instituting a Register of qualified librarians. This has already been talked about in various connections, and has now become an inevitable topic for discussion at meetings of branch associations owing to Messrs. Jast and Sayers having imitated the peripatetic method adopted by Mr. G. T. Shaw for securing a larger hearing for his scheme of improvement. A brief examination of the whole situation may not come amiss at this particular juncture, as most librarians have only a hazy idea of what is meant by the registration of Messrs. Jast and Sayers, and that proposed by the promoters of the Institute of Librarians; and wherein both proposals differ from the legal and effective registration secured to other professional bodies by statute or otherwise.

DONCASTER'S new Central Library was formally opened on 29th December 1969 on precisely the 100th anniversary of the opening of the first public library in Doncaster. Conforming to tradition, the Library was opened by the Mayor of Doncaster, Councillor Marcus Outwin. The President of the Library Association, Mr. Wilfred Ashworth, addressed the assembled guests, his last official appointment before relinquishing the office.

WINTER set in almost with Autumn this year, and the results have been felt in libraries. Added to the season has been the monetary position of the world and the election in our own country in particular. It was to be expected that the election would slow up the use of libraries, but such reports as reach us are to the opposite effect. There have been definite increases in work done. This is important in face of the budgetting difficulties of libraries that are prophesied. The enforced leisure of unemployment has fallen on many men of the distinctly employable and therefore of the reading class, and these are finding encouragement and at least a temporary escape from their plight in books and in reading rooms. They may even find some new occupational interest there; and all good librarians will exploit the opportunities which this time of stress affords to the utmost. It is most important to keep level‐headed over difficulties, which we hope may be temporary for libraries, and not to acquiesce in panic retrench‐ments while ceding what is necessary to the general welfare. We cannot cede much; we have never had a superfluity.

A DRAFT of the first three hundred words of an editorial, on the influence of government on libraries has just been deposited in the wastepaper basket. Libraries are serious matters, and more than one heart has missed a beat on reading in the election manifesto of one of the parties that it intended to introduce legislation regarding public library services: the nature of this legislation was not dislosed. Mercifully the other side offered no such intentions. Frankly we are in grave danger of taking ourselves altogether too seriously. Of course libraries are important for the spread of ideas, culture, and technological and scientific development. Equally they should be good for a laugh.

Operating in a variety of countries, multinational companies (MNCs) experience a high variety and variability of physiological and contextual dynamics, requiring a more careful knowledge management approach. In this scenario, this paper aims to investigate the entrepreneurial facets and managerial aspects (entrepreneurial orientation/managerial intentionality) of MNCs’ internationalization from a knowledge-based perspective.

A theory-building approach is applied, involving a comparative case study of two MNCs conceived through the separation of a unique family business. Aiming to enrich the research about companies’ internationalization, some crucial elements are individuated to build a theoretical frame explaining the evolutionary paths of so-called born global.

This paper shows that companies’ internationalization development is based on a multiplicity of variables and underlines the need to incorporate different points of view when attempting to explain the dynamics of internationalization processes.

The empirical significance of the two cases does not legitimize theorization. However, this research presents interesting results that could be strengthened by a series of comparative case studies dealing with other MNCs or deeper quantitative investigation.

This research approach could be considered as stimulating by the scientific and managerial community, as the internationalization process is articulated by mixing managerial, entrepreneurial and cognitive aspects.

This paper aims to evaluate the effectiveness of a group‐based team leadership development workshop in achieving five objectives. The study is an intrinsic case study using qualitative, semi‐structured interviews. Participants recorded eight categories of shared common experience supporting effectiveness of the workshops in achieving five stated objectives. Interviews were conducted only once, following the workshop limiting the understanding of long‐term effects, and categories of experience were not returned to all participants for validation. Useful information for organizations and consultants involved in developing a multidisciplinary leadership team and maintaining the benefits of a group‐based approach. This study examines a unique case of an organizational development intervention in health care and provides practitioners with insight into the benefits and drawbacks of interpersonal, group‐based interventions.

City has a continuous need to diversify its products and services to ensure longer tourists’ stays and a profitable tourism industry. Kuala Lumpur is one of the most popular cities in the world, and within its vicinity, Batu Caves are not only an important Hindu religious site, but also a popular tourist attraction. Guided by the four realms of experience dimensions (Pine and Gilmore, 1998), the purpose of this paper is to analyze 54 essays written by university students, to examine the experience of their visit to Batu Caves. The findings confirmed the application of all the four realm dimensions – entertainment, educational, esthetic and escapist – revealing both positive and negative aspects of the experience. Batu Caves may capitalize on the positive experiences as pointers to create an effective marketing communication, while negative experiences are opportunities to devise appropriate corrective measures, and perhaps further develop tourism products and services that would appeal to the visitors’ experience.

This study employed a qualitative research strategy to examine visitors’ experiences at Batu Caves using the four realms of experience theory as coined by Pine and Gilmore (1998). A total of 54 undergrads were asked to describe their visit to Batu Caves (Lucia-Palacios et al., 2016) providing a complete insight of their opinions, feelings and perceptions (Jüttner et al., 2013) using the essay writing method.

The authors discovered firm evidence of the theory’s application, revealing the expected four experiential dimensions in explaining experience at a cultural religious site, extending the description to include its positive and negative aspects, all of which are useful for destination management. The study points out a lot of aspects that must be managed by the site, such as the poor esthetic experience (e.g. smell, rubbish, graffiti, etc.), controlling the animal aggression (i.e. monkeys) and perhaps develop new products and services which could enhance some experiences (e.g. cultural escapism through cultural performances in which visitors could participate).

The main weakness of the research is perhaps the qualitative research work in which data were collected from essays written by the university students. Data of this nature prevent us from being able to generalize the findings and reflect on the experience to the general public.

Tourist stays in Kuala Lumpur could be enhanced by providing meaningful, deep and memorable experiences. Tourist attractions such as Batu Caves should continuously examine the experience that they provide to the visitors. Batu Caves’ management could continuously measure its tourists’ experience provisions, as tourists’ needs evolve over time. From the results they could revamp their products and services offering to ensure the sustainability of Batu Caves’ natural and cultural appeal among visitors and tourists alike.

The outcome provides a better understanding of the current tourism product and services at the destination that have an impact on a visitor’s experience. The findings will assist the Batu Caves’ management to revise and develop the products and service offerings to the visitors.

Knowledge management (KM) is widely adopted by organisations to improve their performance and make informed decisions. Prior research has confirmed that Information Systems (IS) play a critical role in effective KM. The purpose of this study is to examine the existing literature on the role of cloud-based KM systems (C-KMS) in small- and medium-sized enterprise (SMEs) by understanding its impact on the five KM processes: knowledge acquisition, creation, storage, sharing and usage.

This study conducted a systematic literature review by examining 133 journal articles and 24 conference papers from 2010 to 2021 on the role of cloud computing in KM for SMEs.

This study revealed that there are numerous empirical analyses on KM processes and tools in SMEs; however, only few studies demonstrate how the whole gamut of KM processes can adopt cloud computing in SMEs. Therefore, SMEs are ineffective at KM with limited IS intervention. This paper offers a proposition on how C-KMS can impact all five KM process, thereby increasing its effectiveness of KM in SMEs. This study analysed the benefits of C-KMS that brings to SMEs in terms of availability, scalability, reliability, security and cost.

This systematic review is restricted to certain databases (ScienceDirect, Sage journals, Scopus and Emerald Insight) and specific IS conference proceedings to source articles. The selection of search criteria and time frame is based on this study’s assessment and choice. This study adds value to our understanding of the role of KM in SMEs, and it reinforces the role of cloud computing in effectively managing knowledge in SMEs. The proposal of C-KMS for the enhancement of KM has significant implications for SMEs to effectively use knowledge for their survival and superior performance.

This study suggests three practical implications. First, adopting and using C-KMS provide a strong foundation to manage knowledge for SMEs in a cost-effective way. Second, C-KMS improves the effectiveness of KM by increasing availability of knowledge artifacts, which in turn aids SMEs’ growth. Third, C-KMS is useful to codify SME’s knowledge, and accordingly supports employees to acquire and use knowledge based on their requirements.

This study discussed C-KMS with contemporary social issues, such as the COVID-19 pandemic challenges for SMEs and demonstrated how C-KMS can support SMEs to handle such crises by managing knowledge effectively.

This research highlights the importance of the implementation of a C-KMS for the enhancement of KM in SMEs. The review provides empirical evidence on the challenges faced by SMEs regarding KM, as they often only have enough resources to focus on a single KM process, predominantly knowledge sharing. Consequently, a holistic approach to KM cannot be realised by SMEs. In this context, the findings of this study offer theoretical and practical insights into the role of cloud computing by addressing the challenges of KM in SMEs.