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This chapter explores the different ways we share our research. The ways in which we are productive, again, help shape the tools in which productivity occurs. Archiving, storing, and sharing are crucial within the field of digital humanities and offer interesting perspectives on how we as humans share information with one another. The focus in this chapter is also on specific tools like timelines, e-portfolios, and the new generation of presentation applications.

Racing to the top of the corporate hierarchy is difficult, no matter how qualified or capable the candidate. Producing more widgets than one's competitors is not enough. Negotiating the political landscape of the institution is also required. More specifically, individual corporate officers have to be appeased, powerful interest groups have to be co-opted and made allies, and competitors have to be undermined or eliminated. The more bureaucratic the organization and the more opaque the promotion process, the more important this institutional game to climbing the corporate ladder. This chapter identifies the kind of racial minorities or racial types who are likely to play this game well and, consequently, race to the top of the corporation. It then explains why these racial types might not have the racial commitment, or feel institutionally empowered, to lift other people of color as they climb the corporate ladder.

The purpose of this chapter is to present a general review of free or inexpensive methods of implementing the following mobile services in libraries: Library Websites, Short Message Service (SMS) reference, and Mobile Online Public Access Catalogs (MOPACs). The findings were based on a literature review of materials that discussed mobile technologies in libraries. The findings conclude that libraries with tight budgets should approach their mobilization project in terms of stages, developing content and services sequentially from passive formats, which require little input, to more dynamic items, which entail greater interaction. Most free and inexpensive mobile services are geared toward passive formats, providing a starting point for libraries with limited budgets. Scope of the chapter is limited to public and university libraries and initiatives for smartphones. Prices listed are in USD as of January 2011 and may be subject to change. The costs of training, management, and development time by libraries were not factored into the costs. Mobile services have become one of the biggest new library trends. Simply keeping abreast of library service options made possible through advances in mobile technology can be a challenge. In addition, tough economic times have prevented many libraries from actually implementing mobile services. This chapter discusses a number of ways for libraries to create their own mobile initiative with little to no money at all—except of course for the hidden cost of staff effort.

A central finding in the relationship marketing/buying literature is that the thought and decision processes by both marketers and buyers include a series of branching, if-then, questions and answers. For example, will customer X accept a 7 percent price increase? The correct answer: acceptance depends on the changes in the other attributes on the table (i.e., in the bid proposal or product–service design). Consequently, from designing and evaluating bid-purchase proposals to evaluating the current state of the overall seller–buyer relationship, the perceived value of the level of any given attribute depends in part of the value perceived in the levels of several other attributes. Possibly, business-to-business decisions and outcomes may be understood best by constructing thick descriptions of the multiple contingency paths that marketers and buyers think about and sometimes enact when deciding. Chapter 10 reports the use of two “think aloud” methods to learn the contingency thoughts and decisions of marketers and buyers of industrial solvents. The main conclusions of the study: designing generalized “gatekeeping,” contingency, models of if-then decision paths can be achieved; these models are useful for constructing accurate behavioral theories of marketer–buyer relationships.

Why do emotions matter? Across the centuries the same answer has been returned; they are the salt of life without which it would lack savour. Thus, St Augustine asked rhetorically if we would not consider a general apatheia to be the worst of human and moral defects. Today, Elster repeats this refrain: “simply, emotions matter because if we did not have them nothing else would matter. Creatures without emotion would have no reason for living nor, for that matter, for committing suicide. Emotions are the stuff of life” (Elster, 1999, p. 403). However, it is a different question to ask about their purpose in relation to other things and other doings, but a necessary one because salt has to flavour something else. The answer developed here is that emotions are commentaries on our concerns. Emotions are about something and those somethings are the things we care about most or cannot but care about to some extent. As commentaries, emotions tell us how much we care and how we are doing in relation to concerns which are not reducible to our feelings about them.

It is difficult to argue against the fact that research has focussed on artificial intelligence (AI) and robotisation over the past few decades. Additionally, during the past several years, it has taken off and is now extensively used in numerous businesses across various industries. Most of the time, AI has been associated with some industrial sector process automation. Still, recently, the authors have noticed more positive technology uses, especially in the financial services industry. Due to several factors, the financial sector needs to adopt AI and recognise its potential. The industry has historically been concerned about unpredictability, legislation, stronger cybersecurity, technological limitations and disruption of established lucrative operations.

Never before has there been more discussion about AI due to the advantages it provides to businesses that are providing financial services. That may explain why this change is referred to as the fourth industrial revolution. Both positively and negatively, it is quite disruptive. The effectiveness, accuracy and cost-effectiveness of solutions greatly increase. However, immense power also entails great responsibility.

Precautions and security are more crucial than ever for businesses since the financial sector is changing significantly and quickly. The various benefits and drawbacks of this technology are yet unknown to humans. Although AI was first shown to us in the 1950s, it has recently gained new prominence as processing power, and the available quantity of data has increased dramatically.

Moving images represent a category of material which has historically received short shrift in most libraries and archives. Film, video, and now digital images form a significant part of many library and archival collections, however, and can be found in many formats and genres. Despite the ubiquity of such media in cultural institutions, the majority of libraries and archives owning collections of moving images have neglected these holdings—with the specific exception of those few archives devoted primarily to the care and preservation of moving images.