Striking a Balance Between Physical and Digital Resources

In various configurations—be they academic, archival, county, juvenile, monastic, national, personal, public, reference, or research, the library has been a fixture in human affairs for a long time. Digital — meaning, content or communication that is delivered through the internet, is 20 years old (but younger in parts). Basically, both approaches to organizing serve to structure information for access. However, digital is multiplying very fast and libraries all-round contemplate an existential crisis; the more hopeful librarians fret about physical and digital space. Yet, the crux of the matter is not about physical vs. digital: without doubt, the digital space of content or communication transmogrifies all walks of life and cannot be wished away; but, the physical space of libraries is time-tested, extremely valuable, and can surely offer more than currently meets the eye. Except for entirely virtual libraries, the symbiotic relationship between the physical and the digital is innately powerful: for superior outcomes, it must be recognized, nurtured, and leveraged; striking a balance between physical and digital resources can be accomplished. This paper examines the subject of delivering digital from macro, meso, and micro perspectives: it looks into complexity theory, digital strategy, and digitization

Digital maturity variables and their impact on the enterprise architecture layers

This study examines the variables of digital maturity of companies. The framework for enterprise architectures Archimate 3.0 is used to compare the variables. The variables are assigned to the six layers of architecture: Strategy, Business Environment, Applications, Technology, Physical and Implementation and Migration. On the basis of a literature overview, 15 “digital maturity models” with a total of 147 variables are analyzed. The databases Scopus, EBSCO – Business Source Premier and ProQuest are used for this purpose

The role of high-performance people management practices in Industry 4.0: The case of medium-sized Spanish firms

Purpose: This paper wants to build the case for the key role of high-performance people management practices in the development of I4.0 in SMEs. The research upon which this paper is based wants to prove that the consolidation of those practices should be a priority for any company willing to embark in this journey. The paper deals specifically with medium-sized Spanish firms which, on top, are already having significant issues with digitization. Design/methodology: The paper starts by digging into the literature to see how past technologies have impacted productivity, followed by a review of the material available on digitization and Industry 4.0. It moves on to explore the relationship between people management practices, productivity and innovation. Finally, the focus is placed on Spanish medium-sized companies, understanding their current levels of consolidation of high-performance people management practices as well as digitization. With all this information, several propositions are posited for validation using the Delphi methodology. Findings: I4.0 is, at its core, about productivity improvements through business process and business model innovation. People management practices are found to be strongly correlated with both productivity and innovation. It has also been found that Spanish medium-sized firms already have a significant initial gap compared to those of other OECD countries not only in productivity, but also people management practices and digitization. The experts seem to agree on the key role of people management practices and that they should be a high priority for any firm seriously thinking about industry 4.0. This is not to say that strategy or leadership will not play a paramount role in any digital transformation, but to emphasize the fact that the normally-forgotten people management practices will be important enablers in this process. Originality/value: It is believed that this is a topic that has been mostly neglected in the I4.0 literature. In that sense, the findings of this paper could be relevant for small and medium-sized businesses embarking on the industry 4.0 journey. This will entail a significant investment of time and money and, if the key role of people management practices is not on the radar screen, it may have significant implications for the success of those ventures.Peer ReviewedPostprint (published version

Private Ordering and Orphan Works: Our Least Worst Hope?

The political capture of copyright law by industry groups has inadvertently led to orphan works problems arising in less organized industries, such as publishing. Google Book Search (GBS) is a prime example of how private ordering can circumvent legislative inefficiencies. Digital technologies such as GBS can open up a new business model for publishers and other content industries, centered around aggregated rights holdings. However, the economic inertia that private ordering represents may pose a threat to the knowledge-oriented goals of copyright law

2017 Trade Finance Gaps, Growth and Jobs Survey

Key Points • The global trade finance gap is estimated at $1.5 trillion. • 40% of the gap originates in Asia and the Pacific. • 74% of rejected trade finance transactions come from SMEs and midcap firms. • Female-owned firms report higher rejection rates, and are less likely to find alternatives in the formal financial sector. • At least 36% of rejected trade finance may be fundable by other financial institutions. • A 10% increase in trade finance could boost employment by 1%. • 80% of banks report digitization will cut costs, yet no evidence that savings translate to tional trade finance apacity

How can we make sense of smart technologies for sustainable agriculture? - A discussion paper

This paper discusses the challenges of assessing the benefits and risks of new digital technologies, so-called ‘smart technologies’ for sustainable agri-food systems. It builds on the results of a literature review that was embedded in a wider study on future options for (sustainable) farming systems in Germany. Following the concepts of Actor-Network-Theory, we can conceive of smart technologies in agriculture as networks that can only be understood in their entirety when considering the relationships with all actors involved: technology developers, users (farmers, consumers and others), data analysts, legal regulators, policy makers, and potential others. Furthermore, interaction of the technology and its implementers with nature, such as plants, entire landscapes, and animals, need to be taken into consideration. As a consequence, we have to deal with a highly complex system when assessing the technology – at a time where many of the relevant questions have not been sufficiently researched yet. Building on the FAO’s SAFA guidelines, the paper outlines criteria against which smart technologies could be assessed for their potential to contribute to a sustainable development of agri-food systems. These include aspects of governance, ecology, economy and social issues. We draw some tentative conclusions on the required framework conditions for implementation of digital technology, in particular from the perspective of sustainable agriculture. These are aimed at fuelling further discussion about the potentials and risks of the technology

Analogue switch-off vs digital switch-on: rethinking policy strategies in the digital television era

In the last few decades, the traditional television landscape has come under pressure and the diffusion of digital television (DTV) services emerged as a hot issue. Especially for policy makers, access to DTV is considered a key element in the further development of the information society. Facilitating equal access for all to the new possibilities offered by digital television should be the central objective. In this context, policy makers are confronted with various challenges: How can they facilitate a smooth transition from analogue to digital terrestrial television? How should they handle digital dividend issues? In dealing with these topics, this article stresses the importance of a user-oriented approach

Job Creation Through Building the Field of Impact Sourcing

Provides an overview of the field of impact sourcing - using business process outsourcing to create sustainable jobs for the lowest-income populations. Offers case studies, examines models, outlines challenges, and presents an action agenda

Learning from Trump and Xi? Globalization and innovation as drivers of a new industrial policy. Bertelsmann GED Focus 2020

Technological innovations are essential drivers of longterm and sustainable growth. Accordingly, there currently is a debate in Germany and the EU as to whether a new, strategic industrial policy can be an answer to the complex dynamics of digitization. Products of this discussion are, for example, the Industrial Strategy 2030 published by the Federal Ministry for Economic Affairs and Energy in November 2019 and the Franco-German Manifesto for a European Industrial Policy for the 21st Century. The focus here is on the question of how the EU and its member states can maintain their innovative and thus competitive ability in the face of diverse challenges. However, there is no standard recipe for building and expanding the innovative capacity of an economy. Different countries rely on different strategies that can be equally successful. An important distinguishing feature is the role of the state. A clear example of divergent innovation models are China and the USA. Although both countries have completely different approaches to an innovation-promoting industrial policy, both models are characterized by major technological successes. With an analysis of the Chinese and American innovation system, this study highlights the main features and success factors of both innovation models and discusses whether and to what extent these factors are transferable to the European and German case. Five fields of action for an innovation-promoting industrial policy in the EU and Germany emerge from this analysis • Implementation of a long-term innovation strategy • Expansion of venture capital • Expansion of cluster approaches at EU level • Thinking and strengthening of cybersecurity at EU level • Creation of uniform and fair conditions for competition In addition to these fields of action, which are relevant both for the EU and for individual member states, industrial policy measures in the following three areas could be useful for Germany. In particular: • Improvement of framework conditions for research and development • Gearing the education and research system more strongly towards entrepreneurship and innovation • State as a pioneer and trailblazer in new technologies In their implementation, however, strategic European and German industrial policies face a trade-off between the protection and promotion of legitimate self-interests on the one hand and the defense against economically damaging protectionism and ill-considered state interventionism on the other. The so-called “mission orientation” can make a significant contribution here: Accordingly, industrial policy should serve to address specific societal challenges (e. g. globalization, digitization, demographic change, climate change) and be coherently targeted towards these objectives. Furthermore, industrial policy is to be driven in parallel by different actors. Above all, it is a joint task of business and politics to enable a competitive business location where the state ensures good competition- promoting framework conditions and the private actors implement concrete actions