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This article analyzes the ways that shopping center tenants deployed narratives to encourage government intervention in the Australian retail property sector during the 1980s. Tenants claimed that landlords were abusing their market power through a range of egregious and exploitative practices. Landlords responded with stories of their own, claiming that amateurish retailers were using isolated cases to make broad generalizations about the industry as a whole. Politicians retold retailers' stories in Parliament, championed small business enterprise as a driver of economic growth, and produced retail leasing legislation aimed at protecting shopping center tenants. In the process, established conceptions of shopping centers were inverted. In the 1960s and 1970s they were seen as bastions of capitalist enterprise constructed by nation-building visionaries. Through stories, retailers captured the cultural legitimacy of entrepreneurship from their landlords, who were characterized as feudal barons blocking the free operation of markets they controlled. Exploring these developments offers new insights into the relational dynamics of preplanned retail environments, expands our understanding of postwar Australian retail history, and contributes to a growing historiography on the role of narrative in business history.

AbstractAustralian cities were transformed in the 1950s and 1960s by the spread of the automobile and suburbanization. This article examines the patterns of retail diffusion that followed and the resultant adoption of the shopping centre form. Further, it considers the broader implications of retail innovation during a period of urban disruption, revealing intersections between urban geographies, business innovation and retail hierarchies. In the Australian case, dominant firms were able to leverage their market power to adapt to shifting retail geographies and new technologies, while some small entrepreneurial developers catering to the needs of these established retailers laid foundations for national and international expansion. A by-product of these processes was the creation of a unique Australian shopping centre form.

This article reports on the methodology for recruiting oral history interviewees for a project on the history of shopping center development in Australia. Snowball sampling produced a data set that added value to extant archival and media sources, rendering detailed information about firm operations, strategies, and innovations. The construction of the sample was also revealing of the industry itself, with interviewee referral chains connecting individuals across firms, industry sectors, and generations. These links marked not only social connections but also paths through which knowledge was transferred via mentoring or shared experience, personal friendships that developed in workplaces, and professional contacts that evolved within a complex and constantly changing industry. Snowball sampling, though, also proved to be selective and contingent on the social networks of interviewees, requiring ongoing management of the chain referral process.

This article examines the ways that Australia's largest retail firms accessed and adapted external knowledge flows, largely from the USA, to develop discount department store chains from the late‐1960s onwards. In doing so, it extends work on retail internationalisation by focusing on the importation, rather than the exportation of business models. The three firms – Coles, Myer and Woolworths – exhibited differing degrees of absorptive capacity in identifying and commercialising knowledge flows. This was reflected in fluctuating levels of success, the scope of store networks and relative positioning in the Australian market. Further, the role played by informal associations between managers in non‐competing firms in different markets during the development of discount department stores in Australia advances the case for socialising analyses of business knowledge transfer more broadly.

ABSTRACTThis article examines multiplex cinema development and its close association with shopping centre expansion programmes in Australia. The article argues that while multiplex cinema construction in Australia echoed international developments, it also resulted from coalescing interests between local retail developers and film exhibitors, was guided by planning legislation and shaped by escalating institutional investment in the retail industry. Data mapping the emergence, growth and consolidation of multiplexes in Sydney, Australia's largest city, is used to illustrate this development, contributing to urban histories of the city and understandings of the ways in which its contours have been reshaped by consumer capitalism.

Since Plato the arts have worried those concerned with the maintenance and stability of the polis. More recently politicians and commentators have expressed fears that the manner in which formal politics is depicted in fiction has been a contributory factor in the breakdown of trust in British political culture. By comparison the USA is pointed to as offering a far more positive tradition of cultural representations of politics and politicians. This article seeks to assess such claims arguing that neither tradition -- British or American -- can be so easily characterised. It goes on to argue for the importance of taking the fictional representation of politics seriously not only for its worth as a contemporary record of attitudes and assumptions about British political culture but also its ability to reveal and consider aspects of political activity that traditional methods might find difficult to measure and record. Adapted from the source document.

"This book introduces business historians to oral history methodologies and approaches. Using four distinct oral history case studies to explore ideas of disruption and continuity in business history over the second half of the twentieth century, Robert Crawford and Matthew Bailey demonstrate how critical engagement with oral history approaches serves to enhance and enliven business history as well as its relationship with other historical fields. The focus on disruption is used to encompass a broad set of processes such as technological change, the impact of external forces, informal business networks, social constructions of gender, knowledge transfer, firm adaptability and cultural change. The use of oral histories to interpret responses to disruption in the past, and to explore the features characterising business continuity, provides an opportunity to consider the human dimensions, subjective experiences and personal insights of workplace, firm and industry change. It also sheds light on the ways that people and firms respond to disruptive forces through innovation and adaptation - both successfully and unsuccessfully. This succinct and accessible account is essential reading for business historians with little experience in using oral history, as well as those looking to gain deeper insights from their oral history data"--

AbstractParliamentary constituencies in the UK are named after the areas they cover. Over the last seventy years, the titles given to these constituencies have been getting longer and more cumbersome. They are now less likely to consist of single words and are more likely to be compounds of multiple places. The article demonstrates these changes, including the differences across the constituent nations of the UK, and discusses the possible reasons for the changes. The boundary changes proposed for the next election would result in the longest and most cumbersome constituency names since Britain first began with single‐member, one person, one vote constituencies in 1950.

This article analyses the evolving relationship between mainstream oral history and business oral history, and explores the ways in which the latter has been deployed and discussed in business history journals. Business historians have, until relatively recently, tended to utilize oral history as a means to fill gaps in the archive. Interviews thus made important contributions to business history studies, but much of their potential remained untapped. Recent critical engagement with issues of methodology and interpretation has seen a discernible shift in the ways that oral history is being understood by business historians. This article outlines this evolution and the possibilities that it raises for both business and oral history.

This article analyses the nature of the support given to the candidates in the 1975 Conservative leadership contest, in which Margaret Thatcher replaced Edward Heath. In contrast to the orthodox account of the contest - which interprets it as largely non-ideological - the article argues that there were clear ideological forces at work. The right strongly supported Thatcher in both rounds; the left strongly backed Heath and then Whitelaw. Region, experience and education also influenced the voting. The traditional accounts, which explain those voting for Thatcher as doing so simply because she was not Heath, have, therefore, to explain why only certain types of MPs felt this way. Margaret Thatcher may have won because she was not Ted Heath; but she did not win solely because she was not Ted Heath. (British Journal of Political Science / FUB)

Do you need to learn how to use Microsoft Teams? Are you questioning how to drive user adoption, govern content, and manage access for your Teams deployment? Either way, Mastering Microsoft Teams is your one-stop-shop to learning everything you need to know to find success with Microsoft Teams. Microsoft's new chat-based collaboration software has many rich features that enable teams to be more efficient, and save valuable time and resources. However, as with all software, there is a learning curve and pitfalls that should be avoided. Begin by learning the core components and use cases for Teams. From there the authors guide you through ideas to create governance and adoption plans that make sense for your organization or customer. Wrap up with an understanding of features and services in progress, and a road map to the future of the product. What You'll Learn: Implement, use, and manage Microsoft Teams Understand how Teams drives productivity and engagement by combining the functionality of Microsoft Groups, SharePoint, OneDrive, Outlook, and other services in one location Govern, explain, and use Teams in your organization Know the pitfalls to avoid that may create challenges in your usage of Teams Become familiar with the functionality and components of Teams via walkthroughs, including opportunities for automating business processes in Teams This book is for anyone who wants to learn Microsoft Teams. To get the most out of the book, a basic understanding of Office 365 and a subscription, including a Microsoft Teams license, is useful. Melissa Hubbard is a Microsoft MVP and an Office 365 and SharePoint consultant specializing in collaboration solutions and automating business processes. She is a certified Project Management Professional (PMP) experienced in project management and quality assurance as well as implementing SharePoint and Office 365 solutions. She is passionate about user adoption, governance, and training. Melissa regularly blogs and speaks at events and conferences, most recently on the topics of Microsoft Teams and Flow. Matthew J. Bailey is a Microsoft MVP and Microsoft Certified Trainer (MCT) for Noteworthy Technology Training, specializing in SharePoint, Office 365 (including Teams), Azure, and Power BI. He combines his business expertise and his technical knowledge to resolve corporate challenges. He is a highly regarded presenter, avid blogger, and author, most recently of The SharePoint Business Analyst Guide.

ABSTRACTTo determine the appropriate level of product availability, most operations management textbooks introduce and define service level measures in a Business‐to‐Customer context. In other words, a retailer that wants to measure product availability in their store calculates the fill rate (FR) or cycle service level over an infinite review horizon. However, in a Business‐to‐Business (B2B) context, a retailer almost always calculates the FR or compliance level over a finite review horizon. The goal of this article is to highlight calculations of service level measures in a B2B context. Pedagogically, it presents in‐class activities that use standard playing cards and/or a spreadsheet simulation that allow students to experientially learn about service level measures in a B2B context.

The Freedom of Information Act (FOIA) and state 'open-records' laws govern access to records in the possession of federal agencies and state entities, such as public universities. Although these laws are intended to promote 'open government' and to assure the existence of an informed citizenry capable of holding government officials accountable for their decisions, an inherent tension exists between the public's access to information and biomedical research institutions' need to ensure the confidentiality of proprietary records and to protect the personal safety of employees. Recognizing these and other conflicts, the federal FOIA and state public-disclosure laws contain express exemptions to protect sensitive information from disclosure. Although some state open-records laws are modeled after the federal FOIA, important differences exist based on the language used by the state law, court interpretations, and exemptions. Two specific types of exemptions are particularly relevant to research facilities: exemptions for research information and exemptions for personal information. Responding to FOIA and state open-records requests requires knowledge of relevant laws and the involvement of all interested parties to facilitate a coordinated and orderly response.