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In this chapter, the authors make the case that preserving and curating knowledge for the future involves more than changing methods and tactics or extending our current applications and technology to support knowledge capital. It means changing the way we think about the future. It means envisioning multiple futures where various elements may be known or unknown – a four-future quadrant. First, the authors explain what it means to think strategically in multiple known and unknown futures. Next, the chapter presents ideas for strategic thinking about future knowledge preservation and curation. Finally, the authors consider using the four futures to develop a flexible and relevant knowledge preservation and curation strategy.

The purpose of this study is to explore how the phenomenon of academic professional development looks through the eyes of graduate students navigating the increasing complexity of postgraduate careers. This study pays particular attention to how current students navigate the interplay between their beliefs, intentions and behaviors when it comes to making choices regarding their engagement in professional development.

This is a qualitative study, based on a phenomenological analysis of seven in-depth interviews with advanced PhD students from the earth sciences college at a large, public, research-intensive university located in the mid-Atlantic area of the USA (Penn State).

Framed in the Theory of Planned Behavior, the findings of this study suggest that the interviewees varied across all aspects of Theory of Planned Behavior: in their beliefs about valued career paths, in their convergence or divergence from the departmental or institutional norms they perceived and in their sense of control over their career pathways. They all shared, however, a strong desire to successfully navigate the widening array of possibilities to achieve a range of personal and professional goals, but they often lacked the ability to align those intentions with actions related to professional development.

This study suggests that institutions may wish to rethink their positionality in the professional development of graduate students, moving away from centralized models of direct support and towards more indirect, informal and co-created means of exerting influence and building community.

This chapter applies strategic thinking and four-futures approach to developing a knowledge preservation and curation strategy. The authors explain how using the four futures as a baseline refocuses traditional strategy development from linear projections from the present to complex future situations, options, and choices. The refocus also shifts the end stage from evaluation and judgment to continuous assessments of activities, learning, and refresh. A baseline structure is presented as a model for readers. The authors also discuss operationalizing, assessing, and sustaining a knowledge preservation and curation strategy.

The impacts of the novel coronavirus (COVID-19) outbreak continue to devastate supply chain operations. To attain a competitive advantage in the post-COVID-19 era, decision-makers should explore key supply chain strategies to move forward and ready their policies to be implemented when the crisis sufficiently subsides. This is a significant and practical decision-making issue for any supply chain; hence, the purpose of this study is to explore and analyse key supply chain strategies to ensure robustness and resilience in the post-COVID-19 era.

This study conducted an expert survey targeting practitioners and academics to explore key supply chain strategies as means of moving forward in the post-COVID-19 era. Further, the key strategies were quantitatively analysed by applying the best-worst method (BWM) to determine their priority importance in the context of the manufacturing sector.

The results revealed that supply chain resilience and sustainability practices could play a dominant role in this period. The findings of the study can assist supply chain decision-makers in their formulations of key strategies.

This is the first study to investigate key supply chain strategies for the post-COVID-19 era. This study will help practitioners paying attention to resilience and sustainability practices for managing the impacts of future large-scale disruptions.

In this chapter, the authors define the new business term, future-proofing, and apply it to knowledge preservation and curation. The fundamental principles of future-proofing and the challenges and mechanics are discussed. These challenges are discussed in developing future-proofed knowledge preservation, and a curation strategy is identified. The authors identify four challenges to future-proofing a knowledge preservation and curation strategy – availability, visibility, accessibility, and consumability of knowledge assets. Ultimately, the greatest challenge to future-proofing these strategies lies in the channels we use to create, transmit, share, and store knowledge assets. At a minimum, the chapter speaks to the critical importance of future-proofing the preservation of knowledge assets, so there is a possibility of curation at some point in a known or unknown future.

By drawing on current reports, this paper positions that Homo sapiens could in the near future be faced with an increasingly uninhabitable planet. It emphasises the importance of adventure tourism and its associated activities as a means of supporting individuals to develop more outdoor survival skills.

This study applies a scenario narrative approach in exploring and presenting potential future ideas. The significance of narratives lies at the essential examination of current trends and drivers that could be shaping future scenarios. This paper, through the exploration of past and current trends supports the researcher in presenting future views. The scenario narratives in this research are established via desk-based research and inspection of academic journals, industry reports, ideas and knowledge.

If society is pushed to the brink of extinction due to a catastrophic event(s), people will require survival skills, similar to those shared by our hunter-gather nomad ancestor. Thus, this paper highlights the value and importance of the industry in encouraging soft and hard outdoor adventure in the coming years. It recognises how different adventure travel activities can support people in rekindling with our more basic instincts and ultimately, surviving in different natural environments.

This paper offers original theoretical knowledge within the adventure tourism literature. Offering original consideration to the value of exploring the past as a method of understanding the future, the paper presents an original spectrum of soft and hard skills-based adventure tourism activities.

While uncertainty has always been a feature of the healthcare environment, its pace and scope are rapidly increasing, fueled by myriad factors such as technological advancements, the threat and frequency of disruptive events, global economic developments, and increasing complexity. Contemporary healthcare organizations thus persistently face what is known as “deep uncertainty,” which obscures their ability to predict outcomes of strategic action and decision-making, presenting them with novel challenges and threatening their survival. Persistent, deep uncertainty challenges us to revisit and reconsider how we think about uncertainty and the strategic actions needed by organizations to thrive under these circumstances. Simply put, how can healthcare organizations thrive in the face of deeply uncertain environments? We argue that healthcare organizations need to employ both adaptive and creative strategic approaches in order to effectively meet patients' needs and capture value in the long-term future. The chapter concludes by offering two ways organizations can build the dynamic capabilities needed to employ such approaches.

The rapid evolution of curation practices today is a response to expanded access to information and knowledge and the dynamic development of intelligent technologies well suited to curatorial practices. This chapter provides an overview of traditional curation theory and practice. It identifies its historical origins of anthropology, ethnography, museum work, and archival practices. The authors note that traditional curatorial practices have been a subset of preservation practices. Today it draws heavily from traditional practices but expands the goal and purpose beyond simple preservation to storytelling, learning, creating new perspectives, interpreting the past and present, and creating new business knowledge. The chapter lays out the emerging spectrum of curation purposes and practices. The widespread access to curatorial tools now opens curatorial work to the general public. More comprehensive access argues for a broader dialog around the new competencies and capabilities these new practices require.