Monthly Bulletin of the Health Dept. of the City of Boston

Mode of access: Internet.

Vocations for Boston girls

Mode of access: Internet.

The Soviet of Deer Island, Boston Harbor, January-February, 1920 /

Introd. signed: Bogdan Svobodny.

Boston Theatre. ... Farewell benefit of Miss Agnes Robertson ... This, Friday evening March 27, 1857, will be performed the beautiful comedy, in 2 acts, by A. Harris, entitled The little treasure! ... After which, 1st time at this theatre, a new Protean burletta, written expressly for Miss Agnes Robertson, by Dion Boucicault, called The chameleon ...

Playbill for the production of A little treasure by A. Harris and The chameleon by Dion Boucicault, at Boston Theatre, March 27th, 1857.

A communication by the directors to the stockholders of the Boston & Worcester railroad corporation, in relation to the late award of commissioners and the strictures of the president of the Western railroad corporation thereon.

Other issues, with same imprint, have 68, [4] and 72 pages, respectively.

Documents of the School committee of the city of Boston.

Mode of access: Internet.

Annual report of the superintendent of public schools of the city of Boston.

Latest issue consulted: 1952/1953.

Proceedings of the School Committee of the City of Boston.

Description based on: 1889.

Making public employment a model of equal opportunity : a report of the proceedings of Regional Civil Rights Conference II, sponsored by the U.S. Commission on Civil Rights in Boston, Massachusetts, September 22-24, 1974.

Mode of access: Internet.

Map of Boston for 1883.

Scale 1:19,800; 100 rods to an in.

Mothers' sleep and driving in the postpartum period

Introduction: Previous studies investigating mothers’ sleep in the postpartum period commonly demonstrated elevated levels of sleepiness in this population. A Karolinska Sleepiness Scale (KSS) rating of 5 or above is associated with an exponential increase in vehicle crash risk. To date, no studies have investigated the relationship between mothers’ sleep in the postpartum period and their driving behaviour. Methods: Sleep-wake diary data was collected from 14 mother-infant dyads during two 7-day assessment periods when the infants were 6 and 12 weeks old. The mothers’ indicated all driving episodes during these weeks and their respective sleepiness level using the KSS. Semi-structured interviews were conducted with the mothers when their infant was 12 weeks old. Results: The infants slept significantly more than their mothers at 6 weeks and 12 weeks of age. During both time points, mothers and infants had a similar number of night awakenings (waking between 22:00 and 06:00), with some mothers experiencing greater than 19 awakenings over 7 nights. Notably, 36% of the mothers did not experience a continuous sleep period longer than 4.5 hours when their infant was 6 weeks old. A total of 141 driving episodes were reported during the 7 day assessment period when the infants were 6 weeks old. Over 50% of the driving episodes were denoted with a KSS score of 5 or above. Strategies mothers cited they employed during this period included only driving when feeling alert, postponing driving until another person is present, and driving in the morning when less sleepy. Conclusion: Mothers are experiencing disrupted sleep at night and some mothers do not obtain more than 4.5 hours of continuous sleep during the early postpartum weeks. In this sample, some mothers reported self-regulating driving behaviour, however over half of the driving episodes were undertaken with a sleepiness rating linked with elevated crash risk.

Built to last versus meant to end : time bounds specification in strategic alliances

This article explores an important temporal aspect of the design of strategic alliances by focusing on the issue of time bounds specification. Time bounds specification refers to a choice on behalf of prospective alliance partners at the time of alliance formation to either pre-specify the duration of an alliance to a specific time window, or to keep the alliance open-ended (Reuer & Ariňo, 2007). For instance, Das (2006) mentions the example of the alliance between Telemundo Network and Mexican Argos Comunicacion (MAC). Announced in October 2000, this alliance entailed a joint production of 1200 hours of comedy, news, drama, reality and novella programs (Das, 2006). Conditioned on the projected date of completing the 1200 hours of programs, Telemundo Network and MAC pre-specified the time bounds of the alliance ex ante. Such time-bound alliances are said to be particularly prevalent in project-based industries, like movie production, construction, telecommunications and pharmaceuticals (Schwab & Miner, 2008). In many other instances, however, firms may choose to keep their alliances open-ended, not specifying a specific time bound at the time of alliance formation. The choice between designing open-ended alliances that are “built to last”, versus time bound alliances that are “meant to end” is important. Seminal works like Axelrod (1984), Heide & Miner (1992), and Parkhe (1993) demonstrated that the choice to place temporal bounds on a collaborative venture has important implications. More specifically, collaborations that have explicit, short term time bounds (i.e. what is termed a shorter “shadow of the future”) are more likely to experience opportunism (Axelrod, 1984), are more likely to focus on the immediate present (Bakker, Boros, Kenis & Oerlemans, 2012), and are less likely to develop trust (Parkhe, 1993) than alliances for which time bounds are kept indeterminate. These factors, in turn, have been shown to have important implications for the performance of alliances (e.g. Kale, Singh & Perlmutter, 2000). Thus, there seems to be a strong incentive for organizations to form open-ended strategic alliances. And yet, Reuer & Ariňo (2007), one of few empirical studies that details the prevalence of time-bound and open-ended strategic alliances, found that about half (47%) of the alliances in their sample were time bound, the other half were open-ended. What conditions, then, determine this choice?

Strategic renewal and competitive advantage in opportunity-driven and conservative new ventures

Strategic renewal has received relatively little attention in the context of new ventures. We examine the relationship among strategic renewal, competitive advantage and performance in opportunity-driven and conservative new ventures. Based on longitudinal data of a random sample of almost 373 new ventures, the link between strategic renewal and performance can be better understood by adding the mediating role of competitive advantage. Our results indicate that increased levels of strategic renewal positively relate to competitive advantage in conservative ventures, but not in opportunity-driven ventures. These findings place a different perspective on the dominant view that entrepreneurs should be opportunity maximizers. It suggests that both conservative and opportunity-driven new ventures can be successful if they follow different paths of strategic renewal in shaping competitive advantage.

HRM in professional service firms : engendering commitment to what or whom?

Professional service firms (PSFs) present HR professionals with a number of unique challenges, as they share characteristics of both service and knowledge intensive organizations. While many of these firms are relying on High Commitment Work Practices (HCWPs) to enhance critical employee behaviors such as service quality and turnover, the analysis presented in this paper raises questions about traditional understandings of commitment in professional service environments. In particular, data from three Danish financial investment PSFs suggest that employees are more committed to developing and promoting their own professions than to the organization itself, which has important implications for the way in which HCWPs are designed and utilized. In addition, the focus of HCWP research has favored the use of social exchange theory as an underpinning framework for considering the impact of HR practices on employee commitment. In the context of PSFs, we question the applicability of social exchange theory and instead draw upon the Ability-Motivation-Opportunity (AMO) framework (1982) to analyze how specific HRM practices contribute to the development of commitment, and to successful organizational outcomes in PSFs.