Geomagnetism : review 2009

The Geomagnetism team measures, records, models and interprets variations in the Earth’s natural magnetic fields, across the world and over time. Our data and expertise help to develop scientific understanding of the evolution of the solid Earth and its atmospheric, ocean and space environments. We also provide geomagnetic products and services to industry and academics and we use our knowledge to inform and educate the public, government and the private sector

ASLIB

ASLIB was, from 1924 to 2010 an independent membership organisation for special librarianship, technical and commercial information work, and latterly for information management, It was highly influential in the development of documentation and information science, in the UK and worldwide. Its activities included research and consultancy, training, professional development, publishing, and technology development. Aslib was for many years the de facto UK centre for information research, especially information and library management, information orgnaisation and computer applications. It has had several names, being at times the Association of Special Libraries and Information Bureaux, Aslib, the Association for Information Management, and ASLIB. In 2010, ASLIB became a part of Emerald Group Publishing, and activities ceased in 2016

The Global University: The Role of Senior Managers

Contributors address the role of senior managers in relation to internationalisation, globalisation, and sustainable development and share how these often overlapping challenges can be addressed. Consideration has been given to a range of potentially competing demands including the relationship between what Paul Luker describes as the 'core mission and values of HE' and what Caruana and Hanstock describe as 'marketisation discourse'. The Global University: The Role of Senior Manager is written by higher education institution senior managers, for HEI senior managers. Supported by HEFCE Leadership, Governance and Management Funding, 'The Global University: the role of senior managers' is a companion publication to 'The Global University: the role of the curriculum'. Many of the contributors are regarded as critical champions of internationalisation in the UK as well as thoughtful strategists in the process of affecting sustainable university-wide change. To provide further food for thought, in addition to the UK contributions, a case study on university-wide approaches to the development of global citizens at the University of British Columbia and a perspective on the barriers affecting the process of internationalisation in Latin American Universities have also been included. Contributors address key concepts from a variety of perspectives and what will quickly become apparent is that the terms are not always translated in quite the same way (a way of seeing is also a way of not seeing) but in spite of this, collectively, considerable insight for moving the agenda forward is provided. At the very least, the publication will serve to inspire debate on what should constitute the vision, mission and values of a global university, within the context of global society. Given the global footprint of universities and the ability of our graduates to influence change in global society, the publication maintains that universities cannot ignore their corporate and social responsibilities: senior managers have a critical role to play as leaders of this agenda and of change that results in positive benefits for a wider stakeholder group

‘We Alone are Passive.’ The Committee of Vice-chancellors and Principals and the organisation of British universities, c.1918 – 1939’

The CVCP was a leading collective body for British universities for most of the twentieth century, yet there has been very little historical study of its organisation and work. Brief references tend to be dismissive of its effectiveness, although some authors have been more favourable. This article considers a formative phase in the history of the CVCP and progenitor organisations, examining its foundations at the end of the First World War, although with roots in the late nineteenth century; its complex constitutional status that led to considerable debate about the role and nature of the committee; and some of its main activities and priorities during the inter-war period. It assesses the extent to which we should regard the CVCP as merely passive, or a quietly effective body

Geomagnetism : review 2010

The Geomagnetism team measures, records, models and interprets variations in the Earth’s natural magnetic fields, across the world and over time. Our data and expertise help to develop scientific understanding of the evolution of the solid Earth and it’s atmospheric, oceanic and space environments. We also provide geomagnetic products and services to industry and academics and we use our knowledge to inform and educate the public, government and the private sector

Library purchasing consortia in the UK: activity, benefits and good practice.

Following a brief introduction in Section 1, Section 2 sets out the operational context of library purchasing consortia. A range of key factors have shaped recent developments in the four LIS sectors under consideration (FE, HE, health and public libraries); some have exerted a common influence over all (e.g. information technology, European Commission purchasing directives, new central government, decline in bookfunds); some are sector-specific (e.g. purchasing arrangements, regional administrative frameworks, collaborative partnerships). The structure and markets of the book and periodical publishing industry in the UK are reviewed, with attention paid to historical as well as more recent practice that has had an impact on library supply. Although each component of the LIS purchasing consortia jigsaw displays individual characteristics that have evolved as a response to its own environment, the thread that links them together is constant change. Section 3 presents the results of a survey of identified library purchasing consortia in the four library sectors. It treats common themes of relevance to all consortia arising from information gathered by seminar input, questionnaire and interview. These include models of consortium operation, membership and governance, ‘typical’ composition of consortia in each sector, and links to analogous practice in other library sectors. Common features of the tendering and contract management process are elicited and attention paid to any contribution of procurement professionals. Finally, levels of consortium expenditure and cost savings are estimated from the published statistical record, which readily demonstrate in financial terms the efficiency of the consortial purchase model for all types of library in the United Kingdom. Section 4 presents the results of a survey of suppliers to libraries in the United Kingdom of books and periodicals, the two sectors most commonly represented in current contracts of library purchasing consortia. It sets out in some detail the operating context governing the highly segmented activities of library booksellers, as well as that pertaining to periodicals suppliers (also known as subscription agents). Detailed responses to questions on the effects of library purchasing consortia on suppliers of both materials have been gathered by questionnaire survey and selected follow-up interviews. Results are presented and analysed according to supply sector with attention given to the tendering process, current contracts under way, cross-sectoral clientele, and advantages and inhibitors of consortia supply. Further responses are reported on issues of how consortia have affected suppliers’ volume of trade, operating margins and market stability as perceived in their own business, the library supply sector and the publishing industry. Finally, overall conclusions are drawn and projections made as to future implications for both types of library suppliers. Section 5 synthesises findings, details enabling and inhibiting factors for consortia formation and models of best practice amongst consortia. The scope for cross-sectoral collaboration is discussed and found to be limited at present. Pointers are given for future activity

The Borneo Company Limited:The Origins of a Nineteenth Century Networked Multinational

The origins of British-based trading companies are to be found in the international mercantile networks which linked together Britain's commercial centres with the rest of the world during the nineteenth century. One such network, drawing together participants with operations in Singapore and Sarawak, was formalized under the title of The Borneo Company Limited (BCL) between 1851 and 1856. To function effectively, these inter-personal networks of merchants required a high degree of trustworthiness among the participants in order to overcome principal/agent problems, since direct supervision from the headquarters in London was not feasible. However, in order to expand, it was necessary to widen the circle of network participants and to incorporate new types of competence. This contribution analyses the early history of BCL with a view to understanding the way in which the process of growth was managed, distinguishing between three different types of expansion: engaging in production as well as trade; extending the geographical scope of the organization; and diversifying into new markets

Geo-cultural influences and critical factors in inter-firm collaboration

Inter-firm collaboration and other forms of inter-organisational activity are increasingly the means by which technological innovation occurs. This paper draws on evidence from two studies of the same set of firms to examine the conduct of collaborations over time across different contexts. The purpose is to examine the critical factors associated with successful collaboration and explore the importance of the geo-cultural context in understanding the conduct of inter-firm collaboration. The conceptual framework draws on two main sources: - Storper’s concept of ‘conventions’ of identity and participation and Lorenz’s classification of different types of knowledge. These are used to indicate the kinds and sources of adjustments required for successful collaboration