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The purpose of this paper is to produce figures showing the carbon footprint of the knowledge industry – from creation to distribution and use of knowledge, and to provide comparative figures for digital distribution and access.

An extensive literature search and environmental scan was conducted to produce data relating to the CO2 emissions from various industries and activities such as book and journal production, photocopying activities, information technology and the internet. Other sources such as the International Energy Agency (IEA), Carbon Monitoring for Action (CARMA ), Copyright Licensing Agency, UK (CLA), Copyright Agency Limited, Australia (CAL), etc., have been used to generate emission figures for production and distribution of print knowledge products versus digital distribution and access.

The current practices for production and distribution of printed knowledge products generate an enormous amount of CO2. It is estimated that the book industry in the UK and USA alone produces about 1.8 million tonnes and about 11.27 million tonnes of CO2 respectively. CO2 emission for the worldwide journal publishing industry is estimated to be about 12 million tonnes. It is shown that the production and distribution costs of digital knowledge products are negligible compared to the environmental costs of production and distribution of printed knowledge products.

Given the astounding emission figures for production and distribution of printed knowledge products, and the associated activities for access and distribution of these products, for example, emissions from photocopying activities permitted within the provisions of statutory licenses provided by agencies like CLA, CAL, etc., it is proposed that a digital distribution and access model is the way forward, and that such a system will be environmentally sustainable.

It is expected that the findings of this study will pave the way for further research and this paper will be extremely helpful for design and development of the future knowledge distribution and access systems.

The use of digital-models to communicate civil-engineering design continues to generate debate; this pilot-work reviews technology uptake towards data repurposing and assesses digital (vs traditional) design-preparation timelines and fees for infrastructure. The paper aims to discuss these issues.

Extending (building-information-modelling) literature, distribution-impact is investigated across: quality-management, technical-applications and contractual-liability. Project case-study scenarios were developed and validated with resultant modelling-application timeline/fees examined, in conjunction with qualitative semi-structured interviews with 11 prominent stakeholder companies.

Results generated to explore digital-model data-distribution/usage identify: an 8 per cent time/efficiency improvement at the design-phase, and a noteworthy cost-saving of 0.7 per cent overall. Fragmented opinion regarding modelling utilisation exists across supply-chains, with concerns over liability, quality-management and, the lack of Australian-Standard contract-clause(s) dealing directly with digital-model document hierarchy/clarification/reuse.

Representing a small-scale/snapshot industrial-study, findings suggest that (model-distribution) must emphasise checking-procedures within quality-systems and, seek precedence clarification for dimensioned documentation. Similarly, training in specific file-formatting (digital-model-addenda) techniques, CAD-file/hard-copy continuity, and digital-visualisation software, can better regulate model dissemination/reuse. Time/cost savings through digital-model data-distribution in civil-engineering contracts are available to enhance provision of society’s infrastructure.

This work extends knowledge of 3D-model distribution for roads/earthworks/drainage, and presents empirical evidence that (alongside appropriate consideration of general-conditions-of-contract and specific training to address revision-document continuity), industry may achieve tangible benefits from digital-model data as a means to communicate civil-engineering design.

The rapid digital transformation (DX) that airlines experienced during the past decade has been proven to be the driving force of significant benefits for the airlines when it comes to cost reduction, branding and revenue opportunities when passengers purchase tickets and ancillaries directly from their websites. This paper aims to contribute empirically to the theoretical approaches of DX and revenue management (RM) with the investigation of the Aegean airlines DX progress, focusing on emerging RM practices and digital distribution channels.

A content analysis of the airlines’ website and social media performance is used to note the current situation combined with previous and upcoming developments. Evaluation of the company’s digitalization progress is approached by using a combination of two selected DX models, the digital transformation maturity (DTM) concept and the technology acceptance model (TAM).

The analysis of qualitative and quantitative secondary data provided by the Aegean airlines indicates that the adoption of a digital evolution marketing plan, enriched with emerging RM practices, is leading to the increase of the bookings coming from the airline’s direct distribution channels (Web & Apps) over those from intermediaries (GDSs). Consequently, Aegean airlines’ DX progress favors cost reduction and revenue increase at the same time.

DX model-based airline steps combined with direct versus indirect ticket purchase pattern compose a tool to evaluate the airline digitalization progress toward revenue integrity and product customization, as the latest trend in customer-centric strategy of businesses and customer relationship management (eCRM).

近十年来的快速数字化改革（DX）证实了航空体验成为航空公司在降低成本、品牌效应、以及收益机会的时候显著受益的驱动因素, 这体现在当乘客通过网站购买飞机票和附加服务的时候。本论文旨在以Aegean航空DX进展为实例, 以事实来验证DX和收益管理（RM）的理论论断, 尤其在新兴RM措施和数字化分销渠道方面。

本论文采用文本分析航空网站和社交媒体表现的方法, 以展示结合过去和未来发展的目前情况分析。本论文通过结合两种DX模型, 数字化改革成熟概念（DTM）以及科技接受模型（TAM）, 对该航空公司的数字化进程进行评估。

本论文对Aegean航空公司的定量和定性的分析结果表明, 数字化改革营销计划, 结合新兴RM措施, 能够增加航空公司直接分销渠道（网站&APP）的订单收益, 相较于中间分销渠道（GDS）。因此, Aegean航空公司DX进程同时也降低了成本和增加了收益。

DX模型航空业措施, 结合直接vs间接售票模式, 能够评估航空业数字化进程改进收益情况和产品定制化的有效工具, 这作为以客户为核心的商业战略和客户关系管理（eCRM）最潮流的趋势。

Material jetting approximates composite material properties through deposition of base materials in a dithered pattern. This microscale, voxel-based patterning leads to macroscale property changes, which must be understood to appropriately design for this additive manufacturing (AM) process. This paper aims to identify impacts on these composites’ viscoelastic properties due to changes in base material composition and distribution caused by incomplete dithering in small features.

Dynamic mechanical analysis (DMA) is used to measure viscoelastic properties of two base PolyJet materials and seven “digital materials”. This establishes the material design space enabled by voxel-by-voxel control. Specimens of decreasing width are tested to explore effects of feature width on dithering’s ability to approximate macroscale material properties; observed changes are correlated to multi-material distribution via an analysis of ingoing layers.

DMA shows storage and loss moduli of preset composites trending toward the iso-strain boundary as composition changes. An added iso-stress boundary defines the property space achievable with voxel-by-voxel control. Digital materials exhibit statistically significant changes in material properties when specimen width is under 2 mm. A quantified change in same-material droplet groupings in each composite’s voxel pattern shows that dithering requires a certain geometric size to accurately approximate macroscale properties.

This paper offers the first quantification of viscoelastic properties for digital materials with respect to material composition and identification of the composite design space enabled through voxel-by-voxel control. Additionally, it identifies a significant shift in material properties with respect to feature width due to dithering pattern changes. This establishes critical design for AM guidelines for engineers designing with digital materials.

Presents a series of articles on each of the following topics: digital strategy in the next millennium (Digital strategy – a model for the millennium; Searching for the next competitive edge; The technology link; Value web management opportunities; clash of the Titans: communications companies battle for new ground; and a guide through the maze); retailing and distribution in the digital era (The business case for electronic commerce; superdistribution spells major changes; VF Corp. sews up software operation; IBM seeks to harness digital revolution; Egghead’s bold move to a Web‐based strategy; achieving successful Internet banking; and enterprising uses for IT); and the changing shape of the aviation industry (boom times ahead for air cargo; United Airlines flies high through employee ownership; Asian practices to West at Cathay Pacific; and Ryannair strips to the bone).

Although crowd logistics (CL) is a promising digital solution, its future development remains uncertain. This paper aims to suggest multiple possible futures of CL in terms of business relationships and value co-creation between manufacturers and digital platforms.

This paper offers a systemic and multistakeholder approach related to the field of strategic foresight, based on the scenario method. The scenarios construction involved 22 participants (practitioners, academic researchers and foresight experts).

Four scenarios emerged from the strategic foresight study. For each scenario, the configuration, diffusion and coordination of CL – as well as the balance of power between manufacturers, digital platforms and customers – are specified.

The foresight analysis reveals not one certain future, but multiple potential business configurations and research avenues related to the development of CL.

The adopted multistakeholders perspective, including macro factors, regarding CL allows business-to-business (B2B) managers to rethink its potential. Managers can use the scenarios to consider multiple types of coordination with digital platforms and its implication for value co-creation.

This paper provides insights into social changes that may constitute drivers and consequences of the development of CL and identifies two forms of coupling that may drive the development of CL: regulation–social transformation and technology–environment.

This research contributes to IMP research on B2B relationships in digital contexts, by showing that CL presents an opportunity for the co-creation of distribution value in a B2B environment.

The purpose of this paper is to enquire into various forms of innovation and observable configurations in films are observable and document the specific technological fields in cinema, and innovations brought by young IT and digital companies.

The paper is based on desk research, a review of literature, review of the technical journals, analysis of annual reports and meeting with experts and industry participants.

It identifies in most cases the presence of information and communication technologies (ICT) companies, new middlemen of the digital age, that integrate in one or another way the core activity of the cinema industry. These companies (“specialized technological companies” with edge R & D) are playing the rather recent role of “new middlemen” liaising between the different layers of a transformed industrial environment described as the “new ICT ecosystem”.

The size of the sample (case studies) as the paper relies on some emblematic cases which come with some limits for any generalisation. Besides, most of the information is derived from company websites, complemented by trade press which clearly comes with some constraints in terms of accuracy.

The paper concludes delineating some potential policy interventions, and identifies the challenges ahead with a focus on the EU.

Innovation is not so frequently dealt with in the studies of the cultural sectors. One very important issue is neglected both in the scientific literature and in the committed reports: the characteristic and the management of R & D in the creative industries, especially in the cultural sector. The paper shed some light on this issue.

Audiovisual works – especially cinematographic works – are at the heart of the changes resulting from the development of the information society. Media convergence radically changed the way traditional audiovisual content is produced, distributed, consumed and eventually archived. Film producers slowly started to experiment with new ways of digital production such as the shortening of release windows to favor new on demand services. How does this translate to European film policy? Due to the unique double nature of cinematographic works which are both economic and cultural goods at the same time, the European film policy is at the crossing point of media, culture, competition and heritage. This paper seeks to address these issues.

In this research paper the authors assessed to what extent the adoption of digital technologies is stimulated throughout the value chain of film making and more precisely to what degree the distribution of a European culturally diverse catalogue of films is encouraged.

For the first time in history, European producers have the tools at their disposal to collaborate, promote and distribute internationally, at lower transaction costs and at a higher speed, and to look beyond their national market. The fast‐evolving technological developments provided the European legislator with the opportunity to strengthen and support the promotion of the European cultural identity in all its diversity. But is this also reflected in the current legislative framework? It is clear that different hurdles still need to be tackled.

In this research paper an overview is given of the regulatory steps that have been taken so far in the field of European film policy to stimulate the digital production and distribution of European film productions. In the context of new unfolding alliances between stakeholders and experiments with premium video‐on‐demand or shorter cinema release windows, the relevance of digital production and distribution schemes can no longer be neglected. The emergence of web‐based services including cloud computing is likely to accelerate this trend.

The purpose of this paper is to study how digital business models evolve when entrepreneurs move to new digital platforms and how this evolution is related to effectuation and causation logics.

This study applies a multiple case study approach to investigate how digital business models change in small, Japanese high-tech firms providing their innovations through different digital platforms. To investigate digital business models, this study considers the elements that comprise general business models. The case firms were selected based on size, products and transitions from physical to various digital platforms. Semi-structured interviews were conducted with the key decision-makers from the case firms.

The findings show that through digital transformation, the case firms’ digital business models evolved by following effectuation logic as well as causal logic. All the firms employed causal logic when moving to new platforms, among other actions. The case firms used effectual logic with success for product development and adjustments to their network. Especially firms providing video games relied on effectuation for high impact products. Effectual logic did not play a role at all in changes to value delivery and had only little impact on revenue structures.

This research helps understand how digitalization of platforms and subsequent moves to newer digital platforms improve a firm by changing the business model elements through effectuation and causation logics. This research extends the understanding of digital business model transformation to a more granular level, business model elements.

To provide an empirically based analysis and evaluation of the existing and possible future evolution of Internet business models within the digital content market, focusing particularly on the possibilities for cooperation and coopetition within this market‐space.

The paper is based on a three‐year study of the European online news and online music sectors, comprising a set of preliminary, scene‐setting case studies of a number of major players within the European online news and music sectors; a detailed, two‐stage survey made up of online questionnaires and face‐to‐face interviews; and a small number of in‐depth case studies.

Provides a discussion of the changes taking place in the online news and music sectors, the evolution of the business models within them, the driving forces we have identified, and finally some predictions about what the future may hold for both these sectors.

The research is indicative, rather than general – being centred on European participants in two sectors of the digital content market‐space in the period between May 2003 and August 2004.

A rich evaluation of these two fast‐moving digital content sectors, providing empirically based insights into the ways in which they are evolving and changing and into parallels with other, similar sectors of the digital content market.

This paper is the first major empirical evaluation of the digital content market‐space and offers practical assistance, as well as new theoretical insights on e‐business model evolution in this area.