A manager needs to perform the role of a leader, a consumer, a buyer, a maker, a worker, a messenger, an advisor and a guide to all other stakeholders in a business setting. Though the fundamentals of management are eternally same in nature, the learners and practicing managers should continuously sensitize themselves with the fundamentals in view of the changing times and circumstances. This book aims to be a guiding handbook for emerging and practicing managers in the ever-changing corporate world. Going beyond explaining just the basics of management, this book will help the readers understand the art of practicing management.

Why we organize our personal digital data the way we do and how design of new PIM systems can help us manage our information more efficiently. Each of us has an ever-growing collection of personal digital data: documents, photographs, PowerPoint presentations, videos, music, emails and texts sent and received. To access any of this, we have to find it. The ease (or difficulty) of finding something depends on how we organize our digital stuff. In this book, personal information management (PIM) experts Ofer Bergman and Steve Whittaker explain why we organize our personal digital data the way we do and how the design of new PIM systems can help us manage our collections more efficiently. Bergman and Whittaker report that many of us use hierarchical folders for our personal digital organizing. Critics of this method point out that information is hidden from sight in folders that are often within other folders so that we have to remember the exact location of information to access it. Because of this, information scientists suggest other methods: search, more flexible than navigating folders; tags, which allow multiple categorizations; and group information management. Yet Bergman and Whittaker have found in their pioneering PIM research that these other methods that work best for public information management don't work as well for personal information management. Bergman and Whittaker describe personal information collection as curation: we preserve and organize this data to ensure our future access to it. Unlike other information management fields, in PIM the same user organizes and retrieves the information. After explaining the cognitive and psychological reasons that so many prefer folders, Bergman and Whittaker propose the user-subjective approach to PIM, which does not replace folder hierarchies but exploits these unique characteristics of PIM.

Why today’s complex problems demand a radically new way of thinking—one in which art, technology, and science converge. Today’s complex problems demand a radically new way of thinking—one in which art, technology, and science converge to expand our creativity and augment our insight. Creativity must be combined with the ability to execute; the innovators of the future will have to understand this balance and manage such complexities as climate change and pandemics. The place of this convergence is the Nexus. In this provocative and visually striking book, Julio Mario Ottino and Bruce Mau offer a guide for navigating the intersections of art, technology, and science. The Nexus brings together word and image to prepare us—individuals and organizations alike—for the challenges and opportunities of the twenty-first century. Compelling historic examples illuminate the present, from the Renaissance, when the domains were one, to the twentieth century, with intense, collective creative outpourings from places as different as the Bauhaus and Bell Labs. Leaders must be able to grasp simplicity in complexity and complexity in simplicity—and embrace the powerful idea of complementarity, where opposing extremes coexist and our thinking expands. Innovation needs more than managing. Managers use maps; leaders develop compasses.

Practical advice for redesigning “big, old” companies for digital success, with examples from Amazon, BNY Mellon, LEGO, Philips, USAA, and many other global organizations. Most established companies have deployed such digital technologies as the cloud, mobile apps, the internet of things, and artificial intelligence. But few established companies are designed for digital. This book offers an essential guide for retooling organizations for digital success. In the digital economy, rapid pace of change in technology capabilities and customer desires means that business strategy must be fluid. As a result, the authors explain, business design has become a critical management responsibility. Effective business design enables a company to quickly pivot in response to new competitive threats and opportunities. Most leaders today, however, rely on organizational structure to implement strategy, unaware that structure inhibits, rather than enables, agility. In companies that are designed for digital, people, processes, data, and technology are synchronized to identify and deliver innovative customer solutions—and redefine strategy. Digital design, not strategy, is what separates winners from losers in the digital economy. Designed for Digital offers practical advice on digital transformation, with examples that include Amazon, BNY Mellon, DBS Bank, LEGO, Philips, Schneider Electric, USAA, and many other global organizations. Drawing on five years of research and in-depth case studies, the book is an essential guide for companies that want to disrupt rather than be disrupted in the new digital landscape. Five Building Blocks of Digital Business Success: Shared Customer Insights Operational Backbone Digital Platform Accountability Framework External Developer Platform

Innovation and Collaboration in the Digital Era provides a holistic approach to collaborative innovation, innovation management and innovation leadership. It is full of practical advice and includes 34 interviews with high-level politicians, innovation industry leaders, academics and entrepreneurs discussing the reality of innovation and how to create change for a positive impact. Many quotes are included from researchers and practitioners in the innovation field who have participated as guests in the author’s podcast “Business of Collaboration” or in interviews with the Collabwith Magazine which she produces. This is a powerful book full of practical frameworks and one-page canvases which act as reminders of the value of making needs and expectations explicit. The author provides frameworks and tools that can be used to support collaboration journeys across different sectors and organizations. She also offers clarity to the reader for their innovation journey and brings a new perspective on how to innovate and understand innovation. Jara Pascual focuses on the importance of managing emotions and feelings of frustration which can be very common during a collaborative innovation process. She explores the interaction between Emotional Intelligence and business and shows how to remove and manage frustration and how to produce a positive outcome. Innovation and Collaboration in the Digital Era will empower the reader to take action and show how to change your conversation about innovation and collaboration. “Jara Pascual, with colleague Celia Avila-Rauch, has been able to distill and apply the ability model of emotional intelligence to the art and science of innovation and innovation leadership. In our work we note that feelings are not always facts but that emotions as a form of data. More than that, emotions can assist or facilitate with decision making, creativity and innovation rather than getting in the way, but only if leaders are “smart” about emotions and develop and deploy their emotional intelligence skills.” Dr David R Caruso, Emotional Intelligence Skills Group, Founder Yale Center for Emotional Intelligence, Research Affiliate

While digital tools are not new to museum management, more activities are being performed through their use in order to attract visitors, enrich the cultural experience, vary the experience context, and innovate the cultural industry. However, these tools need to be tested in order to understand the effects they have on both museum offerings and visitors. Further perspectives and insights are needed on the implementation of these digital instruments in museums. The Handbook of Research on Museum Management in the Digital Era combines theoretical efforts and empirical research to contribute to the debate on museum management in a digital context. It further observes, tracks, and assesses the ongoing changes brought on by digital solutions. Covering topics such as organizational change catalysts, sustainability of cultural heritage, and phygital experience, this book is an excellent resource for museum managers, museum curators, computer specialists, students and educators of higher education, researchers, and academicians.

Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.

The field of library and information science is experiencing significant and continued transformation as a result of advancements in digital technology. Adapting to new technologies is crucial for librarians and other information professionals, but there exists a particularly acute gap in technology adoption among developing countries. Library and Information Science in Developing Countries: Contemporary Issues explores the relationship between global technology development and the impact of new technologies on library practice, library education, and information science. Book chapters and case studies in this work provide insight to and support for practitioners and executives concerned with the management of knowledge, information, and organizational development in different types of work environments and learning communities.

This book examines issues and implications of digital and social media marketing for emerging markets. These markets necessitate substantial adaptations of developed theories and approaches employed in the Western world. The book investigates problems specific to emerging markets, while identifying new theoretical constructs and practical applications of digital marketing. It addresses topics such as electronic word of mouth (eWOM), demographic differences in digital marketing, mobile marketing, search engine advertising, among others. A radical increase in both temporal and geographical reach is empowering consumers to exert influence on brands, products, and services. Information and Communication Technologies (ICTs) and digital media are having a significant impact on the way people communicate and fulfil their socio-economic, emotional and material needs. These technologies are also being harnessed by businesses for various purposes including distribution and selling of goods, retailing of consumer services, customer relationship management, and influencing consumer behaviour by employing digital marketing practices. This book considers this, as it examines the practice and research related to digital and social media marketing.

How developments in science and technology may enable the emergence of purely digital minds—intelligent machines equal to or greater in power than the human brain. What do computers, cells, and brains have in common? Computers are electronic devices designed by humans; cells are biological entities crafted by evolution; brains are the containers and creators of our minds. But all are, in one way or another, information-processing devices. The power of the human brain is, so far, unequaled by any existing machine or known living being. Over eons of evolution, the brain has enabled us to develop tools and technology to make our lives easier. Our brains have even allowed us to develop computers that are almost as powerful as the human brain itself. In this book, Arlindo Oliveira describes how advances in science and technology could enable us to create digital minds. Exponential growth is a pattern built deep into the scheme of life, but technological change now promises to outstrip even evolutionary change. Oliveira describes technological and scientific advances that range from the discovery of laws that control the behavior of the electromagnetic fields to the development of computers. He calls natural selection the ultimate algorithm, discusses genetics and the evolution of the central nervous system, and describes the role that computer imaging has played in understanding and modeling the brain. Having considered the behavior of the unique system that creates a mind, he turns to an unavoidable question: Is the human brain the only system that can host a mind? If digital minds come into existence—and, Oliveira says, it is difficult to argue that they will not—what are the social, legal, and ethical implications? Will digital minds be our partners, or our rivals?