Annotation. International exchange of publications continues to be an important mode of collection building and is practices by almost all major libraries. The 5th edition of the Handbook offers all changes in three parts: Practices, History and Contemporary Examples, and a Directory.

Since publication of the previous (fourth) edition of this handbook by UNESCO in 1978, drastic technological progress and very important changes in the political-economic sphere have taken place, with great impact on library work. The international exchange of publications continues to be an important mode of collection building and is practiced by almost all major libraries. The 5th edition of the Handbook addresses these changes in all three parts: Practices (sources of documents, organization and methods), History and Current Examples (e.g. international book exchange: has it any future in the electronic age?) and the Directory (list of exchange centres, selected bibliography).

Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.

Much of the existing literature within the "varieties of capitalism " (VOC) and "comparative business systems " fields of research is heavily focused on Europe, Japan, and the Anglo-Saxon nations. As a result, the field has yet to produce a detailed empirical picture of the institutional structures of most Asian nations and to explore to what extent existing theory applies to the Asian context. The Oxford Handbook of Asian Business Systems aims to address this imbalance by exploring the shape and consequences of institutional variations across the political economies of different societies within Asia. Drawing on the deep knowledge of 32 leading experts, this book presents an empirical, comparative institutional analysis of 13 major Asian business systems between India and Japan. To aid comparison, each country chapter follows the same consistent outline. Complementing the country chapters are eleven contributions examining major themes across the region in comparative perspective and linking the empirical picture to existing theory on these themes. A further three chapters provide perspectives on the influence of history and institutional change. The concluding chapters spell out the implications of all these chapters for scholars in the field and for business practitioners in Asia. The Handbook is a major reference work for scholars researching the causes of success and failure in international business in Asia.