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Innovation is widely considered critical for organization’s success. We know that innovation happens in the presence of certain values and behaviors, hence it is a question of culture. Culture in turn has one critical influence: the leaders of an organization. That is why understanding how to design leadership for innovation should be of interest to anyone who wants to improve their organization’s innovation performance.

While leading by example is generally the best way to establish the desired values and behaviors, it is not in every leader's ability and comfort zone to exhibit the kind of leadership that emulates innovation. Therefore, I have started to differentiate between “leadership of” and “leadership for” innovation. Each has a different skill and mindset, and a different role to play in making innovation happen.

This chapter starts by looking at the drivers behind the context of the twenty-first century to answer the question: “Why innovation matters more in the twenty-first century than ever before?” This is followed by an introduction of a framework that focuses on areas where innovative companies do something different from their less innovative counterparts. The chapter continues with some insights on why organizations and their leaders struggle with embracing innovation before taking a look at “leading of” and “leading for” innovation and introducing the concept of “ARTISTIC Leadership.”

This article considers what contribution traditional library practices — identification, selection, organisation and retrieval — can make to managing networked information, and how those practices need to be updated to take account of the special difficulties of the Internet. The answer is found in cooperation. Cooperation between librarians and authors in the creation of metadata. International cooperation between librarians to select resources. The article defines a workflow for cooperation in both fields, and proposes a library search engine to hold jointly created records and a catalogue of Websites online to support selection.

In this paper, we consider the fundamental characteristics of motion in the universe in terms of the whole and local evolutionary forms of fluids, based on the theory of blown‐ups and the experiment of spinning disc of currents. It is pointed out that the practical meaning of “the invisible Tao”, see Lao Tsu for more details, is that of currents, and the central theory of fluid dynamics is the vortex flow dynamics, and the practicability of the nonlinear evolutions of mathematical models is getting away from the assumption of continuity.

Access to educational material has become an important issue for many stakeholders and the focus of much research worldwide. Resource discovery in educational gateways is usually based on metadata and this is an area of important developments. Resource metadata has a central role in the management of educational material and as a result there are several important metadata standards in use in the educational domain. One of the most widely used general metadata standards for learning material is the Dublin Core Metadata Element Set. The application of this general purpose, metadata standard for complex and heterogeneous educational material is not straightforward. This paper will give an overview of some practical issues and necessary steps in deploying Dublin Core based on the LITC experience in the EASEL (Educators Access to Services in the Electronic Landscape) project.

The purpose of this paper is to present the organizational and technological processes and strategic choices that led to the successful digitization project of the Albert Einstein Archives.

This is a case study of the major challenges that were associated with the project. These include: the integration of the archives in the academic environment; the management of a project of such magnitude within the university organization and between different stakeholders and the technological aspects of the project and user experience.

A digitization project requires not only the archival staff expertise but also information specialists, IT staff, analysts and usually the digitization staff for processing the archival material. Finding the common language between all the professionals involved as well as building a good strategic plan are the keys to a successful project.

The planning and implementation of such a project requires a significant budget, manpower project management, hardware, software and intra- and inter-organizational cooperation and coordination.

The phenomenon of digitizing unique and exclusive archival data by universities is becoming an innovative contribution of hidden goods to the public at large. This paper offers strategic insights for the planning of similar digitizing projects, particularly in an academic environment.

This paper aims to celebrate the 100th anniversary of Einstein's works, published in 1905.

The paper presents a brief appraisal of Einstein's work.

The paper reminds the reader of the 1905 discoveries, such as photoelectric phenomena, special theory of relativity and Brown's motions.

The paper deals with the problem of how Einstein's concept contradicts or follows the Faraday concept of electromagnetic fields.

Describes how Stonegate Pub Company has introduced a career-development pathway with scientist Albert Einstein as its figurehead.

Examines the reasons for the pathway and its associated training, the form it takes and the results it has achieved.

Explains that the program has been successful in reducing employee turnover, increasing the number of vacancies filled from within the firm and improving customer service.

Reveals that Stonegate Pub Company, which recently opened a dedicated training center in Birmingham, UK, won the Innovation in Training award at the Scottish Training Federation’s 2014 awards, in recognition for its successful Albert’s Apprenticeships.

Demonstrates that the design is fun, quirky, engaging and irreverent, with a desire to appeal to the disengaged learner, the gamer and the personalities who make up a large percentage of the company’s teams.

Shows how initial research followed by continuous improvement has resulted in an exceptional employee training and development program that has outstripped the company’s expectations of it.