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In debates about recycling and the circular economy, the role of existing organisations that already facilitate the circulation of materials through society can be neglected. Indeed, the social enterprise sector may currently be more significant than the commercial waste management sector in facilitating the circular economy within Australia. Drawing on interviews with organisations involved in collecting and reprocessing used electronics and scrap metal in Australia, the authors detail some of the synergies and tensions between the social enterprises and commercial organisations that have emerged as recycling gains traction through government policy and various forms of product stewardship. The authors conclude with suggestions for policy and governance approaches most likely to facilitate productive and perhaps symbiotic relationships between the two sectors in the future.

The purpose of this paper is to introduce librarians who are not necessarily music specialists to four books on a subset of American popular song literature (“the American songbook” or “standards”), all of which assume some degree of musical literacy on the reader's part. This assumption sets these books apart from most writing on the subject, and the paper suggest reasons why this is the case.

The books are grouped into pairs. The first two books are by a single author whose previous scholarship may make his interest in the American songbook seem surprising. In the other pair the second book is both a continuation of the first and a response to it. In both pairs the earlier book breaks new ground.

All four books should be regarded as essential parts of a library's music literature collection. The first book discussed is more technical than the others, but its pioneering status makes it a landmark.

The author's research indicates that the oldest of the books considered was not discussed in scholarly journals until many years after its publication, while the most recent appears to have received only glancing consideration in peer‐reviewed literature.

ICI plc is convinced that there is a very real role for the end‐user in the acquisition of information by online search and Mond Division has been training end‐users since 1983. This article describes the setting‐up of the project, the methodology and results, and outlines developments being pursued in conjunction with other Divisions of ICI towards an ideal system. Implications of the project for the role of the information scientists themselves are considered.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

An understanding of the “AS-IS” stage of a relief operation is the basis for further action in humanitarian supply chain management. The purpose of this paper is to develop a toolbox called the Humanitarian Supply Chain Assessment Tool (HumSCAT). This toolbox is comprised of a set of basic tools which can be classified into each phase of disaster relief.

The HumSCAT is proposed by paralleling frequently used tools in commercial supply chains with the objectives and characteristics of relief phases. A case study was used to validate the HumSCAT along with six tools provided in the preparation phase.

The HumSCAT consists of seven tools in the preparation phase, nine tools in the response phase and ten tools in the recovery phase. The case study illustrates how to use the HumSCAT and the six tools. The latter were found to be useful for improving the relief chain.

The list of tools is not exclusive. Other tools might be applicable as long as they meet the objectives and characteristics of the phase. A tool should be adjusted accordingly to the contexts. Tools in other phases should be validated in future research.

The HumSCAT may serve as a reference toolbox for practitioners. Its output can be used for further designing of the “TO-BE” status of humanitarian relief chains.

The HumSCAT is proposed as a toolbox for academics and practitioners involved in humanitarian supply chains.

In recent decades, there have been far too many examples of the world’s business being not sufficiently attentive to governance, with little foresight as to emerging consequences, such as major oil spills, chemical leaks and Enron. Many leaders do not seem to address issues beyond short‐term profitability. The emerging worldwide view is that corporations need to adopt governance models that are more holistic in their approach, pluralistic in representing varying interests, egalitarian in the treatment of stakeholders and essentially more collaborative in their mode of operation. Corporate leaders must emerge more cognitively, emotively and behaviourally reflexive. Such reflexivity comes through the application of practical wisdom to facilitate corporate change. Fully realising value from the board of directors as the guide of the organisation, and specifically from non executive directors (NEDs) is crucial to enduring sustainable change. NEDs’ abilities to span the boundary between the needs and wants of a variety of legitimate stakeholders and the survival requirements of the firm poses a unique management development challenge. NEDs who effectively provide holistic and reflexive insight into the challenges of corporate systems are likely to enhance organisational, societal and environmental wellbeing. Through reflexivity, well skilled and capable NEDs can stimulate the desire to change in the leadership of the organisation and may, as such, prevent future crisis. Towards this end, this presentation will examine how NEDs can leverage their role to promote corporate social performance.