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By using the UNISIST models this paper argues for the necessity of domain analysis in order to qualify scientific information seeking. The models allow better understanding of communication processes in a scientific domain and they embrace the point that domains are always both unstable over time, and changeable, according to the specific perspective. This understanding is even more important today as numerous digitally generated information tools as well as collaborative and interdisciplinary research are blurring the domain borders. Nevertheless, researchers navigate “intuitively” in “their” specific domains, and UNISIST helps understanding this navigation. The paper aims to discuss these issues.

The UNISIST models are tentatively applied to the domain of art history at three stages, respectively two modern, partially overlapping domains, as well as an outline of an art historical domain anno c1820. The juxtapositions are discussed against the backdrop of, among others, poststructuralist concepts such as “power” and “anti-essentialism”

The juxtapositions affirm the point already surfacing in the different versions of the UNISIST model, that is, structures of communication change over time as well as according to the agents that are charting them. As such, power in a Foucauldian sense is unavoidable in outlining a domain.

The UNISIST models are applied to the domain of art history and the article discusses the instability of a scientific domain as well as, at the same time, the significance of framing a domain; an implication which is often neglected in scientific information seeking.

The aim of this article is to introduce the special issue of Journal of Documentation focusing on perspectives on research libraries.

The paper outlines the theme of the issue and its underlying problems.

The traditional services of research libraries may diffuse to other kinds of institutions. There is, however, a need for information specialists studying and improving research infrastructures. Future services probably need to be more focused, domain-specific and based on research in information science.

The introduction is written to assist readers surveying the issue and to share the thoughts of the editors in planning the issue.

Sustainability is recognised as an important objective in business planning and is of equal relevance to policy makers. It is equally accepted, almost universally, that the resources of the planet are finite and are being overconsumed on an annual basis. The prognosis therefore is that resources are being depleted and competition for access to remaining resources must ensue, increasing the transaction costs of business activity. Given that there are no further resources available to the world, then attention must be paid to the best way of utilising those resources, implying possibly different ways of organising or collaboration. This involves strategic decisions at both local and global levels, and Game theory is recognised as a key strategic tool by policy makers and by business decision-makers. Surprisingly therefore, although it has been recognised that Game theory has relevance to addressing the problems of manufacturing due to resource depletion, no detailed work has been done in this area.

In this paper, we investigate how digital technology disruptors and the incumbents who stand to be disrupted by them frame their arguments to transform or sustain existing institutional frameworks to enable or deter the market entry of these technologies. Using a longitudinal, comparative case analysis of three digital technologies – namely, voice over Internet protocol (VoIP), cloud antenna, and over-the-top (OTT) technologies – we explore how stakeholders use public interest frames for this purpose. We find that entrepreneurs use three specific frames to drive institutional change for the successful adoption of digital technologies in the presence of established incumbents and powerful regulators: frames that emphasize the broad public appeal of the new digital technology; frames that emphasize efficiency, democracy, and technological advancement; and frames that emphasize present as well as future benefits to the public. We find that constructing interpretations of what serves the public interest is the primary tactic used by disruptors to gain market entry, and an equally popular weapon for incumbents to block the entry of new digital technologies. These interpretations lead to a framing contest aimed at influencing regulators and obtaining a more favorable institutional environment. Our empirical findings illustrate that new digital technologies themselves are not the sole contributors to institutional change. Rather, institutional outcomes associated with the introduction of new digital technologies are shaped by how disruptors and incumbents use public interest frames and how regulators react to these frames.

This chapter aims to list the literature that document the role of hospitality industry achieving Sustainable Development Goals (SDGs), and to summarize those contributions, related to the literature. Extensive literature review was also conducted to explore a critical analysis of sustainable digitalization of the hospitality industry.

The article has undertaken a systematic literature review of all the significant research area of almost last two decades. Keyword searches were performed in Google Scholar search engine, where timeframe of “2001–2023” was used to filter the desired article. Total 141 research articles were primarily identified after the initial search. After screening the articles for relevance or duplicates, finally 107 articles were considered for this study.

This study figures out those environment-related SDGs which is considered essential for the hospitality industry. This study found the importance of adopting digitalization in hospitality sector to build inclusive environment and providing seamless experience to customers while focusing on both positive and negative aspects associated with digital transformation.

Hospitality industry of numerous countries around the world are now exploring by implementing SDGs and Digitalization in their business practices. This study will provide insight to policymakers as development and usage of digital technologies and implementing SDGs in their practices are crucial for the sustainable transformation of hospitality industry. Sustainable transformation of hospitality sector not only improves services and helps us to make wiser choices when planning for a trip but also positively impact both physical and psychological well-being.

This study examines, in a European context, whether a management-induced International Financial Reporting Standards (IFRS) accounting strategy is affected by national culture. It analyses the association between management's accounting strategy and Hofstede's cultural dimensions of individualism and uncertainty avoidance, as well as institutional and firm-specific factors.

Using hand-collected accounting decisions from 301 annual reports of firms from 14 European countries in 2017, a model is developed to identify two ordinally scaled accounting strategy variables, each representing the aggregated effect of the decisions on earnings and equity ratio. Afterwards, the effect of the cultural dimensions on these accounting-strategy variables is analysed by an ordered logistic regression.

The results do not support an association between management's accounting strategy and national culture, complementing the previous critical literature on values-based theories of culture. However, there is evidence that national legal enforcement, disclosure requirements and firm size explain differences in management's accounting strategy across countries.

Using the cultural value dimensions of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, the findings are robust and stable. However, the study is limited to a European data set and the sample year.

This study contributes to the discussion on the transparency and comparability of IFRS accounting. The results imply that these issues are not affected by cultural differences but rather by differences in institutional and firm-specific factors. In order to bring about improvements, regulators should establish a uniform institutional setting, while the standard setter should reduce the number of implicit and explicit accounting choices embodied in the IFRS.

The paper advances the understanding of cultural influences on management's IFRS accounting behaviour by providing an alternative to the existing accruals approach.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.