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Where stands Collective Redress in the European Union (EU) following the Commission's Communication and Recommendation on common principles for collective redress mechanisms? This article reviews the recent history and current position of collective redress in England and Wales; states the author's view of what should be common principles for any system of collective redress; summarizes current collective redress schemes in Member States; considers the common principles recommended by the Commission; and addresses expressed but unjustified fears of abusive litigation. It concludes that Communication and Recommendation are generally to be welcomed but lack rigour and clarity as to the fundamental issue of an 'opt-in' or 'opt-out' basis for collective redress; and that real progress will be achieved only if the Recommendation is construed as providing that collective redress mechanisms should generally be 'opt-in' but, vitally, 'opt-out' where and to the extent that justice requires.

PurposeThe adoption of enterprise resource planning (ERP) systems is a major challenge to organizations. Many implementation teams struggle to ensure the success of such projects. The information systems literature indicates that the team attributes of breadth of experience, empowerment, and cohesion are necessary conditions for project success. This paper aims to investigate how the nature of implementation teams may affect adoption success.Design/methodology/approachThe research employs a positivist, qualitative field study approach to investigate the role of the implementation team attributes in ERP system adoption. Project success is assessed on three determinants, i.e. support of organizational activities, stakeholder satisfaction, and system acceptance.FindingsThe findings provide new insights as to the extent to which prior assumptions from the information systems literature apply in the ERP system implementation context. The results indicate that team empowerment and cohesion are not necessary precursors to project success as their impact depends on the adoption context.Practical implicationsThe circumstances under which the impact of low team empowerment and low cohesion can be alleviated in ERP adoption projects are discussed.Originality/valueThe paper offers explanations as to why certain established assumptions regarding information systems teams and project success may not apply to an ERP adoption context.

Intro -- Contents -- List of Figures -- Introduction / Dangerous Doubles -- One / The War on Miracles -- Two / Disanalogy -- Three / Conjuring Equivalences -- Four / Counteranalogy -- Five / An Anthropologist among the Spirits -- Six / The Magic of Analogy -- Seven / Meta-Analogy, or, Once More with Meaning -- Conclusion / Regimes of Enchantment -- Acknowledgments -- Notes -- References -- Index.

Considering its far-reaching security implications, the INF Treaty signed by President Reagan and General Secretary Gorbachev in December 1987, and ratified this spring by the U.S. Senate, provoked a curiously muted debate. The contrast with SALT II is remarkable. There was no political football here; instead, Presidential candidates of all persuasions hastened to endorse it. Such opposition as emerged was focused not on issues of security, surely the ultimate test of any arms control agreement, but on whether the Treaty contained adequate provisions against Soviet subterfuge.