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This chapter describes five disciplinary domains of research or lenses that contribute to the design of a team tutor. We focus on four significant challenges in developing Intelligent Team Tutoring Systems (ITTSs), and explore how the five lenses can offer guidance for these challenges. The four challenges arise in the design of team member interactions, performance metrics and skill development, feedback, and tutor authoring. The five lenses or research domains that we apply to these four challenges are Tutor Engineering, Learning Sciences, Science of Teams, Data Analyst, and Human–Computer Interaction. This matrix of applications from each perspective offers a framework to guide designers in creating ITTSs.

Information behaviour has evolved to focus on the dynamic human information interactions (HII) between systems and users, to develop models that encompass user behaviour, cognition and affect, and to understand the ways in which context and tasks motivate information needs and shape information seeking and use. In recent years, user experience (UX) has gained prominence in human–computer interaction (HCI) and may provide further enrichment and new directions in the design and development of HII theories, methodologies, systems and services. This chapter seeks to provide an overview of UX, and to explore the intersection between HII and UX, specifically with respect to the shared emphasis on context, needs and sense making. The overarching aim is to provide new directions for information behaviour by proposing that we view HII through a UX lens as we strive to holistically conceptualize, evaluate and design for human information experiences. Taking a UX approach allows us to imagine information interactions as rich and varied narratives, and to explore information seeking and use as processes within, as well as outcomes and predictors of human experiences.

Changing ecosystems with digitalisation, the value of information affects all sub-ecosystems, and due to societal changes, management approaches have started to be implemented. This new administration digitalisation, which is the basis of their strategy, made it mandatory for them to adapt to technology. This article details the theoretical basis of the business ecosystem to investigate the integration of human-computer interaction (HCI) technology and platform business ecosystem into the artificial intelligence (AI) environment and to create practicality for the intellectual development of platform business strategy ecosystem management. Then, in the context of textile e-commerce, the intelligent clothing ecosystem is recommended, and the structure of the smart clothing ecosystem is created. A flexible production planning model with multiple constraints and maximum cost savings has been developed within system constraints and objective function scope. The standard genetic algorithm after optimisation was used to solve the aim of model function (based on double-layer integer coding). In the context of the parameters of the algorithm and textile layout, the algorithm was calculated with the MATLAB simulation tool, and then a textile experiment was carried out to solve the problem of system management. Finally, the audio, interactive customer survey results were analysed with structural equation modelling, and a human-computer interactive customer trust model was proposed. The results indicate that the calculation results of the objective function with 6 order sizes and 40 order sizes tend to be good and that the 6th order, respectively, tends to be good. The Gantt chart, calculated by the optimisation algorithm, can show the equipment selection strategy, start time and end time of each order in different workshops. The combination of each operation planning strategy is the production planning chart that corresponds to the order. It is thought that this study, AI-oriented HCI technology for future studies, can solve the strategic management problem of the platform business ecosystem, realise the efficient ecological functioning of the system and benefit businesses in this context.

Purpose – Global cooperation between and within organisations has become essential for successful businesses. For the information management within such an international and necessarily multilingual environment, new challenges arise due to the diversity of the stakeholders and participants as well as due to the heterogeneity of approaches and traditions of information handling.

Design/methodology/approach – Key technologies like search technologies need to be adapted to support content in multiple languages and efficient access to it. Information processes need to be analysed while bearing in mind that problems may arise due to cross-cultural misunderstandings. The diversity requires appropriate treatment and appropriate methods in information systems in order to improve international information flows.

Findings – This chapter identifies some of these challenges and shows how they can be approached from an information science perspective. User-oriented research at the University of Hildesheim in the areas information retrieval, information seeking and human–computer interaction is presented.

Originality/value – Global enterprises and organisations may use this chapter to identify challenges and solutions for adapting their information technology to an international scale. Researchers who work on multilingual information access and intercultural aspects of information systems get an overview on some current research.

This chapter focuses on practical considerations for organizations when endeavoring to invest in design, specifically how designers and their organizations should view their profession for the benefit of corporate innovation. Given the lack of consensus regarding what strategic design entails, the author interviewed strategic designers from across the United States to solicit their opinions on design thinking, strategic design, and design strategy, the relationship between those concepts, and how those concepts are, could be, and should be reflected in practice.

The overarching purpose of this chapter is to explore the relatively nascent profession of strategic design, from which the author distinguishes design strategy, as well as to provide guidance regarding how design and designers should be viewed and supported by the leadership of their organizations in order to fully empower them to support innovation. In addition, this chapter serves to better define the concepts of design thinking, strategic design, and design strategy. While design as a discipline is broad, for the sake of consistency, the author discusses design in the context of technological development and, in turn, in terms of human-computer interaction.