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The purpose of this paper is to explore the question of why sex harassment persists in organizations for prolonged periods – often as an open secret.

In-depth interviews were conducted with 28 people in diverse organizations experiencing persistent sex harassment. Data were analyzed using standard qualitative methods.

The overarching finding was that perpetrators were embedded in networks of complicity that were central to explaining the persistence of sex harassment in organizations. By using power and manipulating information, perpetrators built networks that protected them from sanction and enabled their behavior to continue unchecked. Networks of complicity metastasized and caused lasting harm to victims, other employees and the organization as a whole.

The authors used broad, open-ended questions and guided introspection to guard against the tendency to ask for information to confirm their assumptions, and the authors analyzed the data independently to mitigate subjectivity and establish reliability.

To stop persistent sex harassment, not only must perpetrators be removed, but formal and informal ties among network of complicity members must also be weakened or broken, and victims must be integrated into networks of support. Bystanders must be trained and activated to take positive action, and power must be diffused through egalitarian leadership.

Understanding the power of networks in enabling perpetrators to persist in their destructive behavior is another step in countering sex harassment.

Social network theory has rarely been used to understand sex harassment or why it persists.

“A knowledge of different literatures is the best way to free one's self from the tyranny of any of them.” Jose Marti, Cuban writer, poet and statesman.

Analyses the career of William Zebulon Foster, a leader of the American Communist Party, and a three‐time candidate for President of the United States under that party′s banner. Foster rose from the slums of Philadelphia to earn the reputation of an accomplished labour organizer and then to embrace communist ideology. The poverty of his immigrant parents, and the endless series of dreary jobs he was forced to enter, beginning at age ten, nurtured his rebellious spirit and cultivated an antagonism towards capitalism. Emphasizes the evolution of his ideology from socialism to syndicalism and finally Marxism‐Leninism. William Foster found his vocation as an organizer of trade unions on behalf of the Communist movement. He was a prolific propagandist for and historian of the Party. Never deterred by tortuous twists and turns of the party line, he followed it faithfully and inflexibly until his death in Moscow in 1961.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

The genesis of the moral leadership concept in educational administration and examples of studies exploring this idea during the 1979‐2003 period are discussed. The author recommends more contextually sensitive descriptive studies with a focus on the social relations among school leaders and others, giving particular attention, in a phenomenological sense, to the meanings, perspectives, and espoused purposes of school leaders’ actions, social relationships, and interpersonal orientations.

Little attention has been given by researchers to the participant progress reporting database established by the UNGC to function as a transparent and easily accessible repository of program information and ready source of best practices for the Corporate Social Responsibility (CSR) initiatives of the United Nations Global Compact (UNGC) participants across the globe. The purpose of this paper is to assess the current database utilization practices of Compact participant organizations in the South American Region and identify steps that can be taken to enrich the dialogue and exchange of best practices among member organizations. For purposes of this study, only those South American countries with Company and Small and Mid‐Size Enterprise (SME) members were included. Due to the rapid rate of change in UNGC membership, the analysis was limited to the documents and links posted on the database as of September 10, 2006. Data analysis was done by country, followed by a detailed analysis of the reporting practices of the two countries with the largest membership, Argentina and Brazil. This study found that four of the ten nations with UNGC membership, Argentina, Brazil, Colombia and Peru account for 434 of the 482 Company and SME members. Organizations in Brazil led the way to membership growth at the establishment of the Global Compact in 2000, followed by significant growth in membership across the region in 2003 and 2004. Argentina has the highest proportion of active members (51%), followed by Chile (36%), and then Brazil (26%). Peru has experienced the highest rate of inactivity, with 41 of its 57 member organizations, all of whom joined in 2004, having been recently declared “Non‐Communicating” by Compact administration. The comparative analysis of Brazil and Argentina COP reporting practices reveals that the UNGC members in Argentina, with a 51% reporting rate, have universally adopted a short standardized easy‐to‐read reporting format, while those in Brazil, with a 26% reporting rate, utilize a diverse range of reporting formats involving much longer and more detailed CSR‐related reports. There just 27% of the 33 members posted reports utilizing Portuguese exclusively, while 81 % of the 95 Argentina members utilize Spanish only. The study concludes with a discussion of the implications of these findings on the fostering more effective utilization of the UNGC database in order to help member organizations in South America make Corporate Social Responsibility an integral part of their business strategy.

Larger corporations, recognizing that most of the growth in GNP is generated by medium‐to‐small and start‐up businesses, are looking for ways to become more innovative and entrepreneurial, and they are looking hard. Here are some fundamentals.

BLCMP has been providing a computerised cataloguing service for nearly 20 years. Over the last five years the emphasis of its activities has been towards the implementation of an integrated stand alone library system, BLS. The OPAC (Online Public Access Catalogue) module of BLS has recently undergone extensive development with the introduction of author and keyword search facilities. Features of the OPAC described in the paper include parameterisation for flexibility in screen design, novice and expert searching, the first and current (Revision 1) versions and future developments. Finally, the close working relationship between BLCMP and the library school at the City of Birmingham Polytechnic is described.

Managers have mainly used microcomputer programs to handle and communicate known data and information more efficently. However, information is only valuable if it actually helps people make more effective decisions within the time they have available to them, and no managers ever have enough time.

The issues may seem intractable, resources may be scarce and time may be running out, but decision insight systems produce reliable decisions fast, from raw views and whatever facts are available. This article illustrates how personnel managers in business and public services use these unique microcomputer systems to make their decisions and allocate their scare resources more effectively.