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New evidence from a British electronics plant on the experience of a harmonisation programme is presented and questions the generally accepted favourable image of moves towards single status working. The presentation is novel in that instead of offering a traditional literature review followed by the empirical data, the article develops two forms of case description. The first case is a fictional “Composite” account derived from previously published materials in which we have assembled the key themes into a single narrative to convey an image of harmonisation as it is presented in the literature. This can then be compared with the more contradictory experience of harmonisation found during ethnographic research at the Collaborating Company, where management was more constrained and the process was not conflict free. The two cases can be read as a contrast between image and reality which then needs to be explained.

The globalization of trade and markets requires international standards governing accounting and associated activities including valuation. The EU Financial Services Action Plan and the revised banking supervision rules both spotlight the need for consistent standards. Valuation standards exist at the international (IVSC), European (TEGoVA) and professional (RICS) levels. Differences of tradition and approach nevertheless still exist covering fundamental issues such as bases of value. Traditional valuation practice in many EU states therefore faces a process of swift harmonization. This paper examines, for one EU country, the degree of variation between valuation standards and current practice. Results are presented of the first ever survey of the professional practice of Portuguese valuers. Survey results reveal a largely part‐time profession, which appears to be poorly equipped to meet the challenge outlined above.

At the beginning of 2010, new higher education legislation was enacted in Finland which caused several university mergers. In addition to that, a self-directed type of organizational restructuring had been going on in Finnish academic libraries. This chapter describes the merger and the restructuring processes of the libraries in three universities, namely Helsinki University, University of Eastern Finland, and the University of Turku. Using a case study approach, the chapter describes different approaches used in the merger process, particularly how to manage service integration, resource reallocation and planning, and implementing new types of services. Performance measures and indicators are among the tools used to assess the successes, particularly in direct services to library users. Although this is based on Finnish experiences, it is helpful for other libraries considering, or engaging in, similar mergers, because of the given examples and tools for the actions needed for new structures and services. Also described are the challenges that three libraries met in the strategic work of reshaping of their organizational structures. While this chapter addresses library mergers only in universities, the methods and tools used will provide models for other types of libraries and nonprofit organizations.

This paper aims to examine the influence of the international spectrum management regime on the introduction of flexibility in the national allocation of radiocommunication services. This is achieved through focusing on the main elements of the international regime.

A qualitative inductive methodology is adopted that examines the different elements of the international radiocommunication service allocation framework. Data are drawn from 66 semi-structured interviews with key stakeholders who are actively involved in International Telecommunication Union Radiocommunication Sector discussions.

The international radio regulations (RR) are perceived to be more of a framework for harmonisation that does not constrain the flexibility of countries. Countries are only restricted on their borders with their neighbours, and flexibility is already facilitated through a range of different measures. Moreover, several elements of the RR can be used to achieve both, i.e. to promote flexibility and to restrict the decisions of others.

The international spectrum management regime is not one of the reasons for the unsuccessful practical application of the flexible spectrum property rights concept. This suggests the need for reviewing whether there still is a need for such a concept given the increasing importance of global harmonisation and economies of scales.

This paper sheds light on spectrum property rights from the perspective of the international spectrum management regime. Such a perspective is largely overlooked in the on-going current debate.

This article identifies major public financial management developments in the European Community (EC). Despite a certain degree of disparity, the EC member countries have had a number of common developments in public financial management. In general, central governments of most EC member countries were faced with resource constraints, growing spending demands and large budget deficits. Moreover, fiscal changes had to be made in order to reach the single European market goal targeted by 1992. Thus, several fiscal policy and management initiatives were developed including tax reforms, changes in spending programs, improve-ments of government performance, and fiscal harmonization. The results of these initiatives are reflected in the patterns of central government receipts and outlays in the EC member countries.

One often thinks of competition as a mechanism whereby undertakings are forced to answer more efficiently the needs of clients. One may wonder whether that system could be used to organize the institutional environment. Competition already exists among states or regions, where it affects their capacity to attract investment or skilled workers. Could we go further and organise institutional competition among authorities within the same territory? Electronic communications provide a good case study, with the same competencies being attributed to regulators, competition authorities and judicial power.

Focuses on the problems associated with the dynamic harmonization of the actions of two or more complex and different human service agencies, in such a way that service packages are regularly reviewed in order to meet the changing needs of the client. Co‐ordinating the interventions of practitioners from different professions, employed by different organizations and working on the same cases, poses great challenges to operations managers. Elements of solutions currently being tested include the definition of a detailed delivery process common to all providers of human services to a given category of clients, the personalization of contact points between professionals (i.e. the human‐service equivalent of just‐in‐time in manufacturing) and the use of individualized service plans.

To describe the process and results of the business‐planning workpackage of The European Library (TEL) project, in which eight national libraries collaborated on a joint approach to access to their digital libraries.

The methodology was in three parts: first, a literature review and the mapping of the partners' existing and planned digital products and services, then a structured interview or survey to determine the partners' business requirements from TEL, then a harmonization process, and finally the results were then combined with normal business planning elements to produce a mission and final business plan.

Business planning for digital libraries has hitherto not been widely reported. The methodology proved to be an effective method of achieving mutual agreement among partners with widely different aims and characteristics. Eleven harmonized service aspirations were agreed and five categories of business aims.

Focused on the business aims of national libraries, but the methodology can be relevant to other collaborative projects. Together with the few existing other reports, this can form the basis for a new field of work.

The work described led directly to the creation of an operational service, which will be open to all European national libraries.

As far as is known, the first reporting of a collaborative international planning process for a digital library, and maybe the first multi‐partner business plan between national libraries.

The Electronic Libraries for Northern Ireland project (ELFNI) was established to procure on behalf of the five Northern Ireland Education and Library Boards (NIELBs) robust systems that would support and enable the delivery of electronic information services to the Northern Ireland (NI) community and to enable the NIELBs to deliver cost effective, efficient and modern public library and information services. Following a period of discussion and negotiation a Public Finance Initiative (PFI) contract was signed in early 2002 between Amey BPO Services and the five Education and Library boards for the ELFNI project. Amey BPO will lead a consortium which will be responsible for delivering a range of services to all public libraries in Northern Ireland for the next ten years, which includes the installation of the People’s Network, a single library management system, a libraries’ portal, video‐conferencing facilities and corporate e‐mail for all staff. This paper provides a background to the development of this project, details of the technological solution, information on the monitoring procedures, a description of the expected benefits from the ELFNI system and concludes with an assessment of PFI funding for public libraries.

The European Library (TEL) project aims to give digital access to the combined resources of the national libraries of Europe, operating under the auspices of the Conference of European National Librarians (CENL). A preparatory project, part funded by the European Union, ran from January 2001 until January 2004. Because of the diverse nature and missions of the participating libraries, developing a coherent business plan was a significant challenge. It appears that business planning for digital libraries, with some exceptions, is not hitherto well documented. This paper describes the research process carried out, the harmonisation of business objectives leading to the final business plan and some observations on the process.