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The purpose of this paper is to conduct a systematic review of the research on the quality and value of AACSB International accreditation.

Data were abstracted from published journal articles between 2003 and 2017 in which the words “AACSB” and “quality” or “value” (or both quality and value) were used in the title or the article text.

In total, 91 studies were identified that have been published on the value and/or quality of AACSB accreditation. These studies focused primarily on students and faculty and were conducted using survey research methods. Results indicate that accreditation does have some effects on stakeholder value and quality.

While there is evidence to support the importance of accreditation to enhance the quality and value of business schools, additional research is needed to empirically support the quality and value propositions.

In order to effectively communicate to stakeholders how AACSB accreditation enhances the business school, the current study’s findings indicate that identification of indicators and factors that affect quality and value would be productive.

This study contributes insight on what is currently known about the quality and value of AACSB accreditation to both internal and external stakeholders from research conducted over an extended period of time.

Recounts Rockefeller philanthropy and the role it has played in shaping the development of medicine in the USA and elsewhere. Questions why social scientific research was not included in Rockefeller philanthropy in its formative stages. Investigates the role one Frederick T. Gates played in Rockefeller philanthropy and, particularly, his opposition to the creation of an institute of economic research. Sketches a biography of Gates, covering his professional career and the development of the philosophical views he held. Explores his approach to wholesale giving and scientific philanthropy as he gained more and more influence over Rockefeller’s business interests. Mentions William Lyon Mackenzie King (who later became Prime Minister of Canada) and his role within the Rockefeller philanthropic set‐up – to investigate labour relations – as a key factor in later obtaining support from the Rockefeller Foundation for social scientific research.

This paper presents a framework consisting of seven logically linked considerations yielding nine strategies for managing risky situations. The framework provides a comprehensive method any entity can use to determine its strategy for managing a risky situation. The framework goes beyond the issue of calculating risk to asking how it might be managed The framework is applied in an example involving a human resources manager making a series of three related choices. It is also applied to the choices of strategies for a chief financial officer facing currency rate fluctuations and excessive taxes on profit.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Entrepreneurial orientation (EO) has emerged as a core concept in the field of entrepreneurship. Yet, there continue to be questions about the nature of EO and how best to conceptualize and measure it. This chapter makes the case that EO has grown beyond its roots as a firm-level unidimensional strategy construct and that a new multidimensional version of EO is needed to capture the diverse manifestations and venues for entrepreneurial activity that are now evident around the world – global entrepreneurial orientation (GEO). Building on the five-dimension multidimensional view of EO set forth when Lumpkin and Dess (1996) extended the work of Miller (1983) and Covin and Slevin (1989, 1991), the chapter offers an updated definition of EO and a fresh interpretation of why EO matters theoretically. Despite earnest efforts to reconcile the different approaches to EO, in order to move the study of EO and the theoretical conversation about it forward, we maintain that as a group of scholars and a field, we need to acknowledge that two different versions of EO have emerged. Given that, we consider original approaches to measuring EO, evaluate formative measurement models, consider multiple levels of analysis, call for renewed attention to EO configurations, and discuss whether there is a theory of EO.

Despite the title of this bibliography, there was not a truly underground press in the United States during the 1960s and 1970s. The phrase is amisnomer, reputedly coined on the spur of the moment in 1966 by Thomas Forcade when asked to describe the newly established news service, Underground Press Syndicate, of which he was an active member. The papers mentioned in this bibliography, except for the publications of the Weather Underground, were not published by secretive, covert organizations. Freedom of the press and of expression is protected by the First Amendment to the Constitution, although often only symbolically as the experience of the undergrounds will show, and most of the publications that fall into the “underground” described herein maintained public offices, contracted with commercial printers, and often used the U.S. Postal Service to distribute their publications.

Total Quality Management (TQM), this framework proposes, can be achieved only when the organization develops the ability to cater to customers' needs, monitor the internal and external environments on an ongoing basis to obtain and disseminate information needed by empowered group decision makers, establish and maintain an atmosphere where there is strong vertical and horizontal communication, collaboration, and cooperation among individuals in internal units, as well as among individuals in external units, develop and maintain a bond and a “sense of ownership” among employees; and develop and maintain ongoing training programs.

The purpose of this article is to report on the underlying consensus in the major leadership approaches. This led to an assessment of the comprehensiveness of 11 leadership approaches and the role of place in achieving it.

Overall, 11 leadership approaches are analyzed and coded according to their emphasis and purpose and their organizational place (organizational content/context and the follower content/context).

A total of eight consensus items are found which range from “leadership is a good thing and more of its is better” to “leadership is a type of holonomic process”. In addition, ten of the 11 leadership approaches lack comprehensiveness, and that this lack is possibly the reason for their popularity.

This paper does not include all possible leadership approaches. The analysis and coding of those selected leave room for different interpretations and possibly different conclusions.

The inability of most leadership approaches to incorporate actual content of the work and the context of the group or organizations limits their usefulness to actually improve leadership. Theorists need to consider and incorporate place in their formulations.

This paper uses the philosophical concept of place to analyze leadership approaches. This paper also introduces the LAMPE approach to organizational leadership because it points the way to having more comprehensive leadership approach.

IT is always something of an embarrassment for a West German librarian to address his British colleagues on the problems of public libraries. What is there of interest in a system which in almost every respect is years behind the development of the English libraries? When I begin to think along these lines of the considerable and, indeed, natural role which the library plays in British society (almost a traumatic experience for a German librarian), then the inequalities of the situation become particularly clear. Even though there are many historical and political causes for this state of affairs, it is still impossible for any correspondent to free himself of a certain psychological handicap.