Elway Bevin's A Briefe and Short Instruction of the Art of Musicke begins with rudimentary instruction on consonance, dissonance and proportions but quickly turns to a presentation of examples of plainsong-based canonic writing of increasing complexity and remarkable diversity. Bevin's book was well known in the seventeenth and eighteenth centuries and was quoted or commented upon by Christopher Simpson, Henry Purcell, Charles Burney, John Hawkins and Augustus Kollmann. In the introduction to this modern edition of the work, the first edition to appear since the original was published in 1631, Denis Collins establishes the great importance of A Briefe and Short Instruction of the Art of Musicke in the history of canon. He assesses Bevin's relationship to English theories of canon and to manuscript collections of plainsong canons from the late sixteenth and early seventeenth centuries, and he proposes a typology for canonic processes and structures which is applied in the discussion of Bevin's canons.

This collection of essays explores a wide range of topics current in the field of music theory, including analytical methodologies for pretonal, tonal, and post-tonal music, assessment of notation as a vehicle for interpreting compositional strategies in different repertoires, and employment of approaches informed by cognitive, aesthetic, and ethnomusicological studies of music. Authors reflect critically on challenges within their specific areas of expertise and probe directions in which advances can be made and difficulties overcome. The results of these investigations will benefit readers, from early career researchers to experienced scholars, whose interests not only intersect with the topics presented here but which also encompass broad methodological issues affecting music theory.

Denis Collins believes that participatory management systems are inevitable in democratic societies because they are ethically superior to authoritarian management systems. Managers must begin to share decision making and economic outcomes with their employees if they want to obtain long-term efficiency and effectiveness in a competitive business environment. Changes in power relationships are bound to occur in the transitional period, Collins reports, and will challenge the flexibility of management.

Scanlon Plans were developed in the 1930s as a way to link improvements in productivity to employee wages. Popular because of the large amount of employee involvement in their design, Scanlon Plans are in place at 260 Fortune 1000 companies, as well as many smaller firms. To understand the considerable variation in the success of gainsharing plans and participatory management more generally, Collins studied six companies that used Scanlon Programs, explaining the nuts and bolts of each plan. He addresses the concerns of workers, managers, and unions when they were present, highlighting political games employees must address to enhance success. Collins then offers a new theory of gainsharing based on conflicts of interest at work.