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This paper aims to investigate the link between two knowledge areas that have not been previously linked conceptually: stakeholder management and corporate culture. Focussing on the UK construction industry, the research study demonstrates mutual dependency of each of these areas on the other and establishes a theoretical framework with real potential to impact positively upon industry.

The study utilises both qualitative and quantitative data collection and then analysis to produce results contributing to the final framework. Semi‐structured interviews were used and analysed through a cognitive mapping procedure. The result of this stage, set in the context of previous research, facilitated a questionnaire to be developed which helped gather quantitative values from a larger sample to enhance the final framework.

The data suggests that stakeholder management and corporate culture are key areas of an organisation's success, and that this importance will only grow in future. A clearly identifiable relationship was established between the two theoretical areas and a framework developed and quantified.

It is evident that change is needed within the UK construction industry. Companies must employ ethical and social stakeholder management and manage their corporate culture like any other aspect of their business. Successfully doing this will lead to more successful projects, better reputation and survival. The findings of this project begin to show how change may occur and how companies might intentionally deploy advantageous configurations of corporate culture and stakeholder management.

Outlines the development of the Unity System and the combined regions database. Describes the involvement of eight regional library systems in the Unity Database, and the development plan, including the regional variations made possible by the flexibility of the system. Explains the coverage of the Unity Database, which is based on British Library data, plus the catalogues of member libraries, both public and academic, which provide records for all interlending materials. Includes the Pilot Interlending Project for Share the Vision, which incorporates the National Union Catalogue for Alternative Formats into the Unity Database and is developing a model for interlending of alternative formats. Discusses the role of the Unity System in the future development of interlending in Britain, and its potential application internationally.

Examines undergraduate corporate communications, and argues that the division into marketing and non‐marketing components is only partial. Students' curriculum choices often reflect society's rejection of political activity, but involvement in marketing communications can lead to conflictual activity. Presents the case for redesign of the curriculum to reflect the unity of communications, and provides a short, political economy analysis of UK organizations.

This paper aims to describe the initiative to establish a National Union Catalogue for UK Public Libraries.

The paper reviews the development of a web based national union catalogue accessible to the UK citizen.

It is found that the launch of a National Library Catalogue in the UK is timely and will be of benefit to libraries and the UK population alike.

The paper shares experiences of the UK market with the wider community.

Examines the current state of interlending and document delivery from a UK perspective. In particular, focuses on four trends that have recently gained momentum and come to the fore – international interlending, resource discovery, online access to full text and the problem of monographs, and unmediated requesting. Reports on developments in these areas and the way one area will influence another. Document delivery is widening in scope and meshing with serials and acquisitions in an electronic environment, while traditional ILL is focusing on more problematical areas. Also looks at how the activities of the British Library are shaping events.

At the end of the nineteenth century, in the era of the second industrial revolution, falling working hours, rising disposable income, increasing urbanisation, rapidly expanding transport networks and strong population growth resulted in a sharp rise in the demand for entertainment. Initially, the expenditure was spread across different categories, such as live entertainment, sports, music, bowling alleys or skating rinks. One of these categories was cinematographic entertainment, a new service, based on a new technology. Initially it seemed not more than a fad, a novelty shown at fairs, but it quickly emerged as the dominant form of popular entertainment. This paper argues that the take-off of cinema was largely demand-driven, and that, in an evolutionary process, consumers allocated more and more expenditure to cinema. It will analyse how consumer habits and practices evolved with the new cinema technology and led to the formation of a new product/service.

This paper seeks to report the results of an investigation into the way that British libraries supply copies and returnables in response to requests from overseas libraries.

An e‐mail questionnaire was sent to the mailing list lis‐ill@jiscmail.ac.uk to explore the policies and practices of other libraries in the UK.

The research showed that there is great variation between British libraries in their response to requests from overseas. Some libraries supplied very few items and others received many more requests. As an informal survey was used there is an opportunity for further more systematic research into the policies and practices of UK libraries. It is suggested that more use can be made of web pages to provide information about the policies and services that individual libraries offer. It is reported that the use of credit cards and IFLA vouchers as methods of payment has removed some barriers to co‐operation. IDS librarians are encouraged to do more to help their colleagues overseas as UK libraries need to obtain copies and returnables from their neighbours outside the UK.

The study gives insights into the workings of the UK system of providing loans and copies to other countries from the perspective of a major research library.

It may be hard to believe that system furniture has only been in existence for twenty years, but no real analysis of office work was carried out until Herman Miller formed its Research Corporation in 1960 under the direction of Robert Propst, leading to the launch of Action Office 1 in 1964. It was claimed to have a ‘forgiving’ nature because of the ease of revision allowed by breaking the workstation down into small components but it was not a commercial success — cost was one major drawback. Further design work gave rise to Action Office 2, still the brand leader in the UK and the progenitor of numerous copies.