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In this research, the authors examine the relationships between findings from several potentially‐related literature streams including a prescriptive body of communication theory involving supervisor‐subordinate communication, contingency ideas involving use of coaching/directive vs counselling/participative leader communication styles, and leader‐member exchange (LMX) theory from the management literature. LMX suggests that supervisors may afford differing treatment, and thus possibly use different communications tactics, with subordinates in higherquality exchange relationships than with those in lower‐quality relationships. This literature, however, leaves unresolved whether supervisors should treat employees differently. In contrast, much of the communication literature has emphasised development of “best” practices which, presumably, should be used with all employees. In this research the authors consider whether there are consistencies between leader communication practices and the perceived quality of the leader‐member exchange. They report evidence that employees perceive differences, especially in the level of participation‐related communication, depending upon whether they believe they are in a higher‐ or lower‐quality LMX relationship. Moreover, they find weak evidence for congruence between supervisor and subordinate perceptions of the quality of the exchange and no significant evidence that similarity of the dyad influences the quality of the exchange.

Over the last two decades, growing concerns about eroding ecosystem quality have led to a renewed interest in environmentalism. Such concerns have prompted purchasing professionals to reassess their current purchasing strategy. To help purchasing professionals configure an environmentally conscious (green) purchasing strategy, the empirical findings from a survey of US firms with greater environmental risks are reported. Based on the empirical findings, aims to identify variables that either promote or inhibit the successful implementation of green purchasing and to evaluate the effects of green purchasing on the firm’s supplier selection, waste management, packaging, and regulatory compliance.

As the Clinton administration recently released its plan for developing world‐wide information superhighways and making electronic communications a national priority, a growing number of firms have shown increased interest in electronic commerce (EC) as an effective business‐to‐business purchasing tool. A high level of interest in EC is piqued by its ability to reduce order cycle time, paperwork, order processing error, and procurement cost. Realizing such managerial benefits, buying firms need to reassess their current business‐to‐business purchasing strategy which, in most cases, still relies on traditional paper‐based transactions. To identify strategic variables that influence the successful implementation of EC and then help evaluate the strategic importance of EC to business‐to‐business purchasing, this paper reports the findings of an empirical study of US purchasing organizations.

Research indicates that e-procurement is being implemented slowly in many organizations, especially government organizations. This article investigates positive factors influencing e-procurement intentions within semi-government organizations. A web-based survey was carried out on Australian government purchasing professional's perspectives of e-procurement. Findings from a multiple regression analysis indicate that suppliers' participation, internal managerial support and the perceived benefits gained through implementation all influence e-procurement intentions.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

Avant‐propos sous les auspices de l'Institut international de Coopération intellectuelle, paraissait en 1934 le t. I, consacré à l'Europe, du Guide international des Archives. Le questionnaire envoyé à tous les États européens comportait sous les points 4 et 6 les questions suivantes: ‘Existe‐t‐il un guide général pour les diverses catégories d'Archives ou des guides particuliers pour l'une ou l'autre d'entre elles?’ et ‘Existe‐t‐il des catalogues imprimés, des publications tant officielles que privées, susceptibles de constituer un instrument complet de référence pour tout ou partie importante des fonds d'archives?’ Les réponses des divers pays à ces questions, malgré leur caractère très inégal, ont fait du Guide international un bon instrument d'information générale sur les Archives. Malheureusement les circonstances ont empêché la publication du volume consacré aux États non européens, tandis que le temps qui s'écoulait tendait à rendre périmés les renseignements fournis sur les Archives européennes.

This study aims to provide important insights in advancing the hospitality workforce by exploring the dimensions of calling. By identifying significant calling dimensions among hospitality employees, the study is guided by work as calling theory by also examining the mediating role of employees’ professional identity on intention to leave the industry.

This study used an exploratory mixed-methods approach. Study 1 included an online qualitative survey to explore the significant dimensions of calling among hospitality employees. Study 2 measured the significance of hospitality calling dimensions on intention to leave the industry, mediated by professional identity.

Study 1 identified transcendent summons, passion and purposeful life as significant dimensions of hospitality calling. Study 2 examined calling as a second-order construct with the aforementioned dimensions and proposed calling increases professional identity and decreases intention to leave the industry. However, professional identity did not significantly influence the intention to leave the industry.

This study brings value to the calling literature by exploring the calling dimensions unique to the hospitality workforce. Findings also highlight that subjective professional identity alone cannot lower employees’ intention to leave the industry. Organizational and industry support focusing on transcendent summons, passion and purposeful life are recommended.

Analyses changes taking place within purchasing and its environment. Interpreting such trends wisely will be necessary to achieve an optimal relationship between purchasing and other organizational units. Addresses how changes in purchasing affect profit generation, securing of new and better suppliers, achieving higher “real value” in products bought, dealing with new and emerging forms of sales pressure (including related supplier strategies and tactics), improving price hike rationale assessment, and determining effective purchasing strategy relative to prevailing economic conditions‐all of which are leading to a broadened role and relevance of purchasing today. Discusses current, significant purchasing trends, how they will influence future decision making, and the need for purchasing to help establish and maintain strong cross‐functional ties with all relevant parties. Directs analysis and discussion towards all individuals and groups affecting or being affected by the purchasing function domestically and abroad.

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

The purpose of this paper is to explore the question: how does socially responsible buying/sourcing applies to human talent? The authors examine this question in the unique context of Major League Baseball’s (MLB) relationship with the “buscones” (agents) representing prospects from the Dominican Republic.

Using game theory, the authors model how MLB teams create rules to curb unethical behavior within the supply chain. The principal relationship the authors will model is that of the franchises and the prospects. This relationship has as its core an investment decision by the individual franchises: should they incur costs to ameliorate the context in which the prospects find themselves, or not? The costs of investment, whether it is in academies, general education, a revision of recruiting policies or something else, must be weighed against the negative externalities that are likely to result if the exploitation of the DR recruits becomes common knowledge to other stakeholders, particularly the public.

The model shows that when investments are roughly evenly distributed, the teams successfully vote to outlaw unethical behaviors and thus collectively avoid the negative externalities. However, when investments are asymmetric, the teams invested in the current system vote against a ban to maintain a competitive edge, even though the system imposes costs on all of those involved.

This paper serves as the initial paper that examines international sourcing, social responsibility and baseball. As international sport clubs/franchises continue to source athletic talent from around the globe, the issues discussed in the paper are both original and pertinent.