This study addresses the phenomenon of ``velcro architecture''--physical environments pasted together like theatre sets, capable of being constructed or dismantled at a moment's notice. It explores (1) the relationship between indicators of permanence in workspace features and employee satisfaction with workspaces and (2) the perceived importance of permanence, relative to other design features. Observation of workspaces and interviews did not reveal a relationship between permanence and satisfaction but found a positive correlation between permanence and pride in workspaces (one element of satisfaction). It also found that respondents rated permanence in workspace features as important as visual privacy, size and location of offices, and ability to personalize the workspace. Résumé: Cette étude addresse le phénomène de l'architecture "velcro"--les environnements physiques qui sont assemblés comme des scènes du théâtre, qui sont capables d'être construits ou démantelés sur-le-champ. Elle explore 1) le lien entre les indicateurs de permanence dans l'espace de travail et la satisfaction des employés à l'égard de leurs espaces de travail, et 2) l'importance perçue de la permanence, en comparaison d'autres caractéristiques de l'espace. L'observation d'espaces de travail et les entrevues n'ont pas révelé un lien entre permanence et satisfaction mais ont trouvé une corrélation positive entre permanence et fierté de l'espace de travail. L'étude a aussi trouvé que les répondants ont évalué la permanence comme étant aussi importante que la solitude visuelle, les dimensions et l'emplacement des bureaux, et la capabilité de personnaliser l'espace de travail.

In 2008, Canada enacted its biggest-ever food recall in response to a Listeria crisis, stemming from a Maple Leaf Foods plant, that killed 22 Canadians. Afterwards, Maple Leaf's market share quickly returned to pre-crisis levels, but the long-term repercussions of the scare still reverberate in Maple Leaf's brand. In this case study, which offers an organizational perspective on the food recall, data was collected, through in-depth interviews of persons involved in the crisis response, and analyzed. The aim of this paper is to make transparent the ways in which Maple Leaf Foods organized their resources to manage the 2008 food recall. Results reveal that institutional and relational determinants are the most important factors in high- and medium-extent food product crises, whereas external and internal effects primarily influence an organization's capacity to cope with severe crises. Based on these findings, a conceptual framework is presented and managerial implications are discussed.

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In the Preface to Modem Technical C m u n ication, David W. H. Godfrey cites the often used proverb: "Do not give a man a fish --teach him how to fish." Indeed this is the basic philosophy that guides all educational pursuits. The author admits that his work is a "minimal textbook" while purporting it to be a "how to" book rather than a comprehensive book trying to be all things to all people. Godfrey defines his market as students (and instructors) of hightechnology curricula as well as professionals already in the field who need to acquire practical writing skills. Such limitations of scope are good in that they help the author to focus on the specific purpose of the writing, and they help the reader to readily identify if the book is likely to be relevant to his or her needs. In most cases, however, this book does not offer many transferable principles to guide the student in effectively communicating in a modem technological world.For the most part, it is little more than a very cursory introduction to what most college and university students would have already gleaned from intuition or observation.

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