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Early in 1987, Pierian Press published the first volume of an annual publication, Book of Days. Book of Days is an encyclopedic collection of 435 resource guides—pathfinders—most of which were compiled by subject authorities and other professionals with strong research skills. The guides include an introductory text that provides major details concerning the subject. This is followed by citations of: reference works; books for adults, young adults, and children; feature films, other audiovisual resources, and recordings; project and discussion topics; cross‐reference dates related to the subject; and other supporting information.

Investigates the importance of English language sources of Friedrich Theodor Althoff (1839‐1908), a German of great influence both in his own country and, indirectly, in the United States. Explores some measures of his influence in education and international understanding. Examines a wide variety of sources. Explains how it could happen that an influential person would end up in intellectual history with almost no recognition. Challenges several conventional assessments. Althoff′s most important contributions are in print and more almost certainly exist in university archives, but the material is scattered and unorganized. Because we do not yet have the full story of this remarkable and complex man, firm conclusions about his influence are not yet possible.

Management consultants and the managers they advise face a growing dilemma: they have few skills and generally no training in identifying potentially violent employees, and yet, managers and their company are likely to be held liable for the violent acts of employees because when employees have been killed by co‐workers, victims’ survivors have filed ‐ and won ‐ premises‐liability lawsuits against employers. When concerned consultants or managers seek to understand the growing phenomenon of workplace violence, the academic‐ and practitioner‐oriented literature offers little more than news‐oriented accounts. In an attempt to provide insights into the area of workplace violence, provides two case histories that offer anecdotal‐based insights. The two cases describe the steps used at two different employers when confronted with a potential for employee violence in the workplace.

Interest in developing institutional explanations of political and economic behavior has blossomed among social scientists since the early 1980s. Three intellectual perspectives are now prevalent: rational choice theory, historical institutionalism and a new school of organizational analysis. This paper summarizes, compares and contrasts these views and suggests ways in which cross‐fertilization may be achieved. Particular attention is paid to how the insights of organizational analysis and historical institutionalism can be blended to provide fruitful avenues of research and theorizing, especially with regard to the production, adoption, and mobilization of ideas by decision makers.

Surveys, from an American perspective, the existing literature on economic explanations of the behaviour of universities and scholars. The modern literature is put in historical perspective introduced by a brief discussion of the positions of two of the earliest and most distinguished contributors to the literature: Adam Smith and Max Weber. Discusses the human capital and implicit contracts literatures of the behaviour of scholars, the latter elaborated in terms of the issue of tenure. The most common theoretical economic analysis of the university is the view that it is best thought of as a non‐profit organization. Discusses variants of this view, with special attention to the literature on rent‐seeking in academe. Goes on to the empirical literature on the economics of academe in the areas of academic institutions, academic earnings functions, the earnings and status of minority scholars and academic production functions. Briefly considers the relevance of the current literature to the Althoff system, suggesting that Althoff′s able, trusted advisers, and his system of institutes, may have allowed him to avoid several inefficiences that have been identified by economists as present in other academic institutions. Although the centralization of decision making in the hands of one decision maker may be efficient if the decision maker is exceptionally able, more commonly the most efficient system will be a decentralized system that allows for greater diversity and competition. Concludes with a discussion of how hypotheses on the efficiency (and fairness) of various aspects of the Althoff system could, in principle, be tested.

The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.

THE thoughts of all librarians, chief librarians in particular, are now turned upon the annual conference of the Library Association at Manchester. We understand that all the projects of the conference, which we have commented upon in earlier issues, are proceeding satisfactorily. By this time most of our readers who intend to go will have obtained their accommodation in the city. But we advise those who have not done so to delay no longer.

This issue is a selected bibliography covering the subject of leadership.

Prominence is given in this issue to the interesting Diamond Jubilee celebration held last month in connection with the Norwich Public Library. It was a courageous but entirely proper thing to hold this celebration in war time, because although it was calculated to raise opposition from short‐sighted people, at the same time it was good policy to affirm that the Public Library is an essential part of national economy even in the greatest of wars. Excellent arguments on behalf of this last proposition were advanced at that meeting in the happy speech made by Mr. L. Stanley Jast, which we hope to see published in even fuller form sooner or later, and equally in the letter from Sir Frederic Kenyon. This gains greatly in force from the fact that Sir Frederic is not only an officer in the Army, but is, we believe, at this moment serving in France. If any of our readers have had doubts about the present seasonableness of their work, and there may conceivably be such, they may wisely ponder the letter and again take heart of grace. As for the celebration as a whole, it was, as we have said, opportune; it was also skilfully engineered and advertised, and was an undoubted success upon which the Norwich Library Committee and Mr. G. A. Stephen have every reason to congratulate themselves.

Specific types of dysfunctional work behaviours form an identifiable pattern that can be uncovered through a needs analysis and addressed by a multi‐dimensional, five‐step developmental effort. Includes a framework for these behaviours, an outline development intervention, a case study and recommendations for further action.