Octabutyl-1k2C,2k2C,3k2C,4k2C-di-µ3-oxo-1:2:3k3O;2:3:4k2O-di-µ2-phenoxy-1:2k2O;3:4k2O-diphenyoxy-1kO,4kO-tetratin(IV)

The dimeric title compound, tetrabutyldiphenoxydistannoxane, [Sn₄(C₄H₉)₈(C₆H₅O)₄O₂], adopts a ladder-type structure, featuring an almost planar inorganic framework with three four-membered Sn₂O₂ rings and four coplanar phenoxy groups.

A dimeric tellurastannoxane carbonate cluster, tetra-tert-butyl-di-µ3-carbonato-tetrakis-[4-(N,N-dimethylamino)phenyl]di-µ-oxo-ditelluriumditin chloroform tetrasolvate

The title compound, [Sn₂Te₂(C₄H₉)₄(CO₃)₂O₂(C₈H₁₀N)₄]·4CHCl₃ or [(p-Me₂NC₆H₄)₂TeOSn^tBu₂CO₃]₂·4CHCl₃, contains an almost planar centrosymmetric inorganic Sn₂Te₂O₈C₂ core and hypercoordinated Sn and Te atoms. The structure features four secondary intramolecular Te...O contacts.

Photography and christian mission: George Brown`s images of the New Britain mission 1875-80

In 1875, Methodist George Brown arrived in the Bismarck Archipelago to establish the New Britain Mission. Based in the Duke of York Islands, Brown's territory covered New Ireland and the Gazelle Peninsula of New Britain. The mission was one of the first to be photographed from its inception. The Australian Museum holds 96 plates from the first five years of the mission. Brown's photographs are a visual record of conditions and peoples of the time. Analysed in relation to Brown's writings they are indicative of the relationships and bonds established through photography both in the mission field and across wider scientific and church audiences. The methodology employed here also challenges the kinds of interpretations of photographs that can arise from visual analyses relying solely on the caption and the posing of the subject.

Old buildings, new landscape : Redeveloping historic neighbourhoods - A case study of Xin Tian Di, Shanghai, China

This paper explores the use of tradition by the redevelopment project ofXin Tian Di (New Heaven and Earth) in Shanghai. The paper also identifies the implications of this urban redevelopment project to historic quarters in Chinese cities. An enormous commercial success and new Shanghai icon, Xin Tian Di project has transformed a former residential neighbourhood into a high end entertainment precinct. While the redevelopment ofXin Tian Di has retained the architectural features of the place, the use and interpretation of tradition by the project is problematic. The project shows a tendency where the established idea of tradition is destabilised and challenged. It also highlights issues of cultural authenticity in the redevelopment of historic quarters.

Sir George Simpson : 19th century fur trade governor and precursor of systematic management

Purpose – Sir George Simpson, the Governor of the Hudson's Bay Company (HBC) from 1821 to his death in 1860, was the subject of numerous biographical works that described various facets of the man including his managerial abilities, literary prowess, physical stamina, abundant energy, extensive art collection and ethnological specimens. Two related aspects of his outstanding management style have been overlooked: the genesis of his management style and where it can be placed in the evolution of management practices during the 19th century.

Design/methodology/approach – Primary data from the Hudson's Bay Company archives plus secondary sources.

Findings – Simpson's management abilities came from his grammar school education and his apprenticeship to a counting house. More importantly, it can be attributed to his association with his mentor Andrew Wedderburn, his dedication to the HBC, and his high level of physical and intellectual energy. His information intensive management style was also a significant precursor to systematic management, which occurred later in the 19th century.

Research limitations/implications – Future research should examine other examples of the evolution of management during the 19th century, particularly the transition from sub-unit accountability to systematic management.

Originality/value – The paper emphasizes the importance of managers in making management systems work.