2019/2020 Robert E. Kennedy Library Annual Report

Last when we re-branded our annual report as “Inside 35,” we had no idea that this year, Kennedy Library’s accomplishments would be realized largely outside 35. Since March 17, Building 35 has closed its doors to the campus community. Nevertheless, the Kennedy Library team has been successful in maintaining and supporting the Learn by Doing spirit, despite social distancing and remote work conditions

Innovate Magazine / Annual Review 2007-2008

https://scholarworks.sjsu.edu/innovate/1004/thumbnail.jp

Innovation Labs for Digital Transformation Strategies and Business Model Innovation in the Digital Age: a Focus on Tourism and Cultural Sector

The research proposes the Innovation Labs as a valuable management initiative to support tourism and cultural organisations in developing Digital Innovation Capacity, fostering Digital Transformation (DT) and Business Model Innovation (BMI). Innovation Labs are innovation management models aimed at fostering creative and critical thinking, driving the organisation in finding the best ways to generate knowledge and digital culture, introduce technologies, digitise operations, and implement digital strategies for continuous and sustainable innovation paths (Santarsiero et al., 2019; 2020). The need for investigating and identifying possible solutions, and governance models, in terms of management initiatives that follow emergent innovation trends, and support tourism and cultural organisations in embracing digital innovation journeys, is having a growing interest, both in scholars and practitioners, especially after the pandemic Covid-19. Tourism and cultural organisations, pursuant their attitude to be a labour-intensive production sector, in which the competitive advantage depends on the differentiation of the tourism product and the humanisation of the offered experiences, resulted as one of the sectors that most repudiate DT, conceiving it as a process that would lead to standardisation and loss of appeal to the end customer. However, nowadays, due to the emerging challenges in the Digital Age that are also affecting the tourism and cultural sector, the need for embracing digital journeys favouring DT and BMI should be considered mandatory to guarantee competitiveness and the gain of a sustainable competitive advantage. The rapid development of digital technologies and solutions, and their democratisation, induced changes in consumers’ and users’ habits and behaviours, resulting in the need for developing new products, services and methods of use based on emerging market needs. In the same way, organisations are asked to become resilient, proactive and able to evolve in the same way the competitive landscape does. After Covid-19, besides, the needs for digital innovation journeys and digital revolutions are even more accentuated, confirming that the pandemic has acted as an accelerator of DT dynamics. The competitiveness and attractiveness of organisations and destinations will therefore depend on the digital innovative capacity and ability of operators and destination managers to rethink the tourist offer according to the new emerging trends and context dynamics. Although the need for embracing digital innovation journeys is crucial, it is not an easy process to manage and exploit. Organisations, indeed, experience several difficulties and innovation barriers. In SMEs, in particular, which represent a typical configuration of tourism and cultural organisations, resistance to innovation, and insufficient skills, finance, culture, attitudes, and often also the time to devote to innovation due to overburden of bureaucratic aspects and various routines, are particularly accentuated. It follows these organisations require forms of support to face these needs and develop an innovative capacity, fostering DT and BMI to improve offers, competitiveness, efficiency, as well as customisation and customer relationships. Despite the relevance of these topics, however, the search for solutions and ways to support tourism and cultural organisations in embracing digital innovation journeys has not structurally explored yet. On this vein, the research aims to explore and investigate, in the field of innovation management, models and approaches to face DT and BMI challenges and opportunities, and thus to investigate the emerging phenomenon of Innovation Labs to understand their management model and assess their suitability for tourism and cultural organisations. In the theoretical section, the study presents a systematic literature review of Innovation Labs to provide a comprehensive understanding of the phenomenon and identify critical patterns according to two main dimensions of analysis: space & infrastructure, and strategy & management. Furthermore, the study utilises a multiple-case study approach to better enrich the insights gathered from the literature, and to propose an Innovation Lab’s working definition and a management framework. The working definition takes into account all the emerging aspects, the new principles and paradigms that are governing the field of innovation management and that become essential for the organisations competing in this scenario. The framework describes key phases and relevant issues for effective management of Innovation Labs as catalysts of DT and BMI. Then, the research applies the proposed framework through an Action Research (AR) project involving an organisation operating in the tourism sector, to assess its efficacy in fostering tourism and cultural organisations’ digital innovation journeys. The research contributes to enrich knowledge and build theory in the field of Innovation Labs and tourism innovation management. In particular, the study led to developing theories on the contributions of Innovation Labs in fostering DT and BMI in tourism organisations. A further framework explaining the business model’s dimensions on which DT processes impact thanks to these initiatives has been proposed. Lastly, the analysis of the AR project compared Innovation Labs’ management framework with change management frameworks to detect alignments and to highlight insights to support researchers in considering the model as a tool to support innovation dynamics in times of crisis. This research also has relevant practical implications since it provides managers and practitioners with an overview of the dimensions to be considered while designing and managing an Innovation Lab to develop digital innovation capacity and foster DT and BMI. Expressly, managers and practitioners are provided with a framework supporting them designing and exploiting management initiatives aimed at embracing digital innovation journeys to generate marketable digital solutions, improve performance and develop a mindset continuous learning and innovation. The study also reveals some limitations that may address future research. Further empirical, also quantitative, investigations could be developed to extend the sample and to allow a comprehensive validation of the Innovation Lab’s management framework, focusing the research also on the evaluation of Innovation Labs’ activities

Strategic Thinking and Design Initiative: Extended and Updated Report

Introduction 11 This report1 documents the Strategic Thinking and Design work that the Association of Research Libraries (ARL) engaged in from the fall of 2013 through the end of 2015. Fueled by the deep desire of the ARL membership to rise to the challenges facing higher education in the 21st century, and with grants from the Institute of Museum and Library Services and the Andrew W. Mellon Foundation, the Association engaged in an unprecedented project to reimagine the future of the research library and then reshape ARL, its organization, to help bring that future into being. This report is a collaborative effort. John Seely Brown, who wrote the prologue, inspired the Association to embark upon this journey. The architect of the process you see before you is Ann Pendleton-Jullian. Sue Baughman, David Consiglio, Lee Anne George, Susan Gibbons, David Gift, Kaylyn Groves, Tom Hickerson, James Hilton, Lori Jahnke, Anne Kenney, Wendy Pradt Lougee, Rick Luce, Carol Mandel, Jim Neal, Susan Nutter, Ann Pendleton-Jullian, Dawn Schmitz, Brian E. C. Schottlaender, Elliott Shore, Elizabeth Waraksa, Martha Whitehead, John Wilkin, and Amy Yeager shared their ideas and compiled, wrote, edited, and brought the work to fruition. Paul Soulellis designed this publication. The diagrams were a collaboration between Ann Pendleton-Jullian and Paul Soulellis. Our greatest thanks are to the 365 participants in the Regional Design Meetings and Design Studios who gave their time and best thinking to the Strategic Thinking and Design process. Much of the work described in this report was made possible by grants from the Institute of Museum and Library Services and the Andrew W. Mellon Foundation

Anticipating plausible futures for innovative experimental ecosystems using foresight approach. Case: Design Factory

Change-makers are visionaries who wish to bring change in their respective fields. Design Factory at Aalto University, as an innovative experimental ecosystem with inter-disciplinary principles and new teaching methodologies has been successful and at the forefront in educating the students to be change-makers. The students learn skills, knowledge and are provided with a safe environment that guides them to become a change-maker in their respective fields such as social organizations, entrepreneurship, and careers in start-up or industry. Educating the students to be change-makers will evolve with future; the aim of the study is to holistically anticipate plausible futures for innovative experimental ecosystems utilizing foresight approach. The focus of the study is on Design Factory ways of working, spaces, and teaching methods which will support students in learning by year 20x6{x = 2, 3}. This study is about drawing virtual lines that connect the trends, future drivers, visions, and scenarios, using a contemporary approach that fuses qualitative and quantitative methods. The research on future trends and drivers were performed through semi structured interviews and environmental scanning. The drivers are evaluated through an online survey based on principles of the Delphi method. Further, the drivers are used to build mini scenarios which are further evaluated with the Design Factory stakeholders through a workshop. The results from the study are six future scenarios for the Aalto Design Factory. These results are expected to further foster or trigger new research and development experiments, directions on building radical environments, new teaching methods and ways of working

When Michigan Changed the World

http://deepblue.lib.umich.edu/bitstream/2027.42/168165/1/2020-Feb_When_UM_Changed_the_World.pd

Creating Digital Heritage content; bridging communities and mediating perspectives

In this paper we focus our attention on an often overlooked aspect of digital heritage content, namely by whom how, and with what purpose such content is created. We evaluate digital materials that are anthropological and archaeological in nature, both digitized archives and newly created materials. In our work and efforts to understand and represent different cultural perspectives, we have encountered differences in cultural knowledge systems that have shown the need for cross-cultural consultation and communication as an essential first step in the creation of digital content for new systems of representation and knowledge transfer. Our efforts focus on developing a new educational framework that allows for knowledge exchange at different levels and between different entities, challenging the perpetuating hierarchical relationships between community and experts

Mapping the Intersection of Two Cultures: Interactive Documentary and Digital Journalism

The convergence of digital journalism and interactive and participatory documentary, two forms at the defining edges of their respective fields, is the focus of this report. Why interactive and participatory documentary? Because these immersive, visual and, above all, experimental narratives have developed rapidly over the past few years, offering wide-ranging examples for journalists who seek to reach new audiences, to enhance the relevance of their reporting for an informed, engaged citizenry, and to make better use of the interactive and collaborative potential of today's mobile technologies.This report contextualizes and maps the views of the people who are leading change, charting their ambitions and concerns, tracking their organizations and strategies, and interpreting the larger patterns that emerge as storytellers and producers redefine their arts. It considers such institutional imperatives as reorganizing the production pipeline and means of distribution, listening to and working together with audiences, partnering with other media organizations, and looking to internal assets such as archives.Case studies drawn from organizations such as The New York Times, The Guardian, National Film Board of Canada, NPR, AIR, Frontline, and other sector-leading organizations examine change within particular institutions, as well as alliances between them and the production and distribution of particular joint projects. A broader environmental assessment of the conditions faced by legacy journalism organizations complements and situates the case studies. Against this backdrop, the case studies illustrate innovations and opportunities that have recently emerged at the intersection of journalism and documentary, charting best practices as well as lessons learned that can help quality journalism thrive in this fast-changing ecosystem