Planning strategically, designing architecturally : a framework for digital library services

In an era of unprecedented technological innovation and evolving user expectations and information seeking behaviour, we are arguably now an online society, with digital services increasingly common and increasingly preferred. As a trusted information provider, libraries are in an advantageous position to respond, but this requires integrated strategic and enterprise architecture planning, for information technology (IT) has evolved from a support role to a strategic role, providing the core management systems, communication networks, and delivery channels of the modern library. Further, IT components do not function in isolation from one another, but are interdependent elements of distributed and multidimensional systems encompassing people, processes, and technologies, which must consider social, economic, legal, organisational, and ergonomic requirements and relationships, as well as being logically sound from a technical perspective. Strategic planning provides direction, while enterprise architecture strategically aligns and holistically integrates business and information system architectures. While challenging, such integrated planning should be regarded as an opportunity for the library to evolve as an enterprise in the digital age, or at minimum, to simply keep pace with societal change and alternative service providers. Without strategy, a library risks being directed by outside forces with independent motivations and inadequate understanding of its broader societal role. Without enterprise architecture, it risks technological disparity, redundancy, and obsolescence. Adopting an interdisciplinary approach, this conceptual paper provides an integrated framework for strategic and architectural planning of digital library services. The concept of the library as an enterprise is also introduced

Characteristics of digital artifacts in international endeavors of digital-based international new ventures

Research Summary Current research on digital artifacts and international business reveals that digitalization is changing how firms enter international markets and operate within them. The unbounded nature of digital artifacts provides opportunities for entrepreneur-driven firms to rapidly launch and develop digital platforms for international markets. However, extant literature provides little guidance on leveraging the specific characteristics of digital artifacts and what entrepreneurs should do to facilitate internationalization. We conducted an extensive longitudinal case study spanning more than 10 years to garner data on digital-based INV pursuing internationalization. We aimed to conceptualize a theoretical model explaining the role of entrepreneurs in integrating, building, and reconfiguring their capabilities to leverage the characteristics of digital artifacts for platform development. Managerial Summary What actions should entrepreneurs take to leverage the characteristics of digital artifacts to support their firm's internationalization? This study offers entrepreneurs a model to pinpoint those actions and possible avenues for digital platform development in the international market context. The model demonstrates how firms can apply digital artifact characteristics during the phases of internationalization and how those characteristics can facilitate and accelerate the international development of a digital platform. The findings also reveal how different entrepreneurial resources and capabilities should be integrated, built, and reconfigured throughout the process.© 2023 The Authors. Global Strategy Journal published by John Wiley & Sons Ltd on behalf of Strategic Management Society. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.fi=vertaisarvioitu|en=peerReviewed

Performance assessment of urban precinct design: a scoping study

Executive Summary: Significant advances have been made over the past decade in the development of scientifically and industry accepted tools for the performance assessment of buildings in terms of energy, carbon, water, indoor environment quality etc. For resilient, sustainable low carbon urban development to be realised in the 21st century, however, will require several radical transitions in design performance beyond the scale of individual buildings. One of these involves the creation and application of leading edge tools (not widely available to built environment professions and practitioners) capable of being applied to an assessment of performance across all stages of development at a precinct scale (neighbourhood, community and district) in either greenfield, brownfield or greyfield settings. A core aspect here is the development of a new way of modelling precincts, referred to as Precinct Information Modelling (PIM) that provides for transparent sharing and linking of precinct object information across the development life cycle together with consistent, accurate and reliable access to reference data, including that associated with the urban context of the precinct. Neighbourhoods are the ‘building blocks’ of our cities and represent the scale at which urban design needs to make its contribution to city performance: as productive, liveable, environmentally sustainable and socially inclusive places (COAG 2009). Neighbourhood design constitutes a major area for innovation as part of an urban design protocol established by the federal government (Department of Infrastructure and Transport 2011, see Figure 1). The ability to efficiently and effectively assess urban design performance at a neighbourhood level is in its infancy. This study was undertaken by Swinburne University of Technology, University of New South Wales, CSIRO and buildingSMART Australasia on behalf of the CRC for Low Carbon Living

Internet of things

Manual of Digital Earth / Editors: Huadong Guo, Michael F. Goodchild, Alessandro Annoni .- Springer, 2020 .- ISBN: 978-981-32-9915-3Digital Earth was born with the aim of replicating the real world within the digital world. Many efforts have been made to observe and sense the Earth, both from space (remote sensing) and by using in situ sensors. Focusing on the latter, advances in Digital Earth have established vital bridges to exploit these sensors and their networks by taking location as a key element. The current era of connectivity envisions that everything is connected to everything. The concept of the Internet of Things(IoT)emergedasaholisticproposaltoenableanecosystemofvaried,heterogeneous networked objects and devices to speak to and interact with each other. To make the IoT ecosystem a reality, it is necessary to understand the electronic components, communication protocols, real-time analysis techniques, and the location of the objects and devices. The IoT ecosystem and the Digital Earth (DE) jointly form interrelated infrastructures for addressing today’s pressing issues and complex challenges. In this chapter, we explore the synergies and frictions in establishing an efficient and permanent collaboration between the two infrastructures, in order to adequately address multidisciplinary and increasingly complex real-world problems. Although there are still some pending issues, the identified synergies generate optimism for a true collaboration between the Internet of Things and the Digital Earth

Platform Leadership: Managing Boundaries for the Network Growth of Digital Platforms

This study aims to generate a systematic understanding of how digital platform firms can attain platform leadership. We explore the question by casting a boundary management lens over the complex network of interactions on a digital platform. Firms are faced with various boundaries—boundaries of efficiency, competence, power, identity, and ties—and must carefully address tensions within diverse groups of actors with their own interests. We conducted an in-depth case study on China’s largest online ticketing firm and established two contributions for attaining platform leadership. First, we conceptualized the development of a digital platform as a set of technology-based boundary management mechanisms (functional multiplexing, scope expansion, community curation, actor empowerment, and positional escalation) that includes a combination of boundary spanning, erecting, and reinforcing. Second, we uncovered the network dynamics of a digital platform by explicating the synergies and tensions of boundary management. Considering our novel findings, this study offers managerial and design guidelines for a digital platform by advocating an integrative view of boundary management. We present a multidimensional framework that includes five boundaries and four types of networks (dyadic, interconnected, intraconnected, and external) for future analysis of networks built on digital platforms