Having seized the throne from his cousin Richard II in 1399, Henry Bolingbroke, the first nobleman to be made king of England since the twelfth century, faced the remarkable challenge of securing his power and authority over a kingdom that was divided and in turmoil. This collection of essays - the first such collection focusing specifically on the reign of the first Lancastrian king - by some of the leading historians of late medieval England, takes a fresh look at the crucial but neglected first years of Henry IV's reign, examining how Henry met and overcame the challenges which his usurpation created. Topics covered include a reappraisal of the events surrounding the revolution of 1399; Henry's relations with his northern magnates; the Yorkshire rising of 1405; the 'Long Parliament' of 1406 and the nature and purpose of the king's council. This collection adds significantly to an understanding of the character of Henry IV, as well as the circumstances in which he ruled, and will be essential for anyone with an interest in late medieval English political history. Dr GWILYM DODD is Lecturer in History at the University of Nottingham; Dr DOUGLAS BIGGS teaches at the Department of History at Waldorf College. Contributors: M. ARVANIGIAN, MICHAEL J. BENNETT, DOUGLAS BIGGS, JOEL BURDEN, GWILYM DODD, ANTHONY GOODMAN, ANDY KING, CYNTHIA J. NEVILLE, A.J.TUCK, SIMON K. WALKER.

The study is a cross-cultural examination of Chinese and Australian business managers that chiefly concerns their beliefs, attitudes, perceptions and values about business ethics, with a special focus on bribery. The findings show that the sweeping negative stereotyping of China's business ethical practice as being corrupt, often proposed in the Australian and Western media, is unsubstantiated. The findings also indicate that many of the moral values of guanxi, face saving, trust, loyalty building, and family respect, especially for elders, have survived from Confucian times, and continue to resonate in the over 50s age group. There is also evidence that the same kind of ethical rationale that propelled Western business practice and institutions, such as the Golden Rule, when linked to the Confucian principle -- the 'Silver Rule' -- 'Do not do to others what you do not want done to yourself', remain in China.