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The purpose of this paper is to present conceptual definitions for digital object use and reuse. Typically, assessment of digital repository content struggles to go beyond traditional usage metrics such as clicks, views or downloads. This is problematic for galleries, libraries, archives, museums and repositories (GLAMR) practitioners because use assessment does not tell a nuanced story of how users engage with digital content and objects.

This paper reviews prior research and literature aimed at defining use and reuse of digital content in GLAMR contexts and builds off of this group’s previous research to devise a new model for defining use and reuse called the use-reuse matrix.

This paper presents the use-reuse matrix, which visually represents eight categories and numerous examples of use and reuse. Additionally, the paper explores the concept of “permeability” and its bearing on the matrix. It concludes with the next steps for future research and application in the development of the Digital Content Reuse Assessment Framework Toolkit (D-CRAFT).

The authors developed this model and definitions to inform D-CRAFT, an Institute of Museum and Library Services National Leadership Grant project. This toolkit is being developed to help practitioners assess reuse at their own institutions.

To the best of the authors’ knowledge, this paper is one of the first to propose distinct definitions that describe and differentiate between digital object use and reuse in the context of assessing digital collections and data.

The purpose of this paper is to provide much needed data to staff working with archival digitization on cost and benefit of visual checks during quality control workflows, and to encourage those in the field of digitization to take a data-driven approach to planning and workflow development as they transition into large-scale digitization.

This is a case study of a cost benefit analysis at the Triangle Research Libraries Network. Data were tracked on time spent performing visual checks compared to scanning production and error type/discovery rates for the consortial grant “Content, context, and capacity: a collaborative large-scale digitization project on the long civil rights movement in North Carolina”.

Findings show that 85 percent of time was spent scanning and 15 percent was spent on quality control with visual checks of every scan. Only one error was discovered for every 223 scans reviewed (0.4 percent of scans). Of the six types of error identified, only half cause critical user experience issues. Of all errors detected, only 32 percent fell into the critical category. One critical error was found for every 700 scans (0.1 percent of scans). If all the time spent performing visual checks were instead spent on scanning, production would have increased by 18 percent. Folders with 100 or more scans comprised only 11.5 percent of all folders and 37 percent of folders in this group contained errors (for comparison, only 8 percent of folders with 50 or more scans contained errors). Additionally, 52 percent of all critical errors occurred in these folders. The errors in larger folders represented 30 percent of total errors, and performing visual checks on the large folders required 32 percent of all visual check time.

The data gathered during this research can be repurposed by others wishing to consider or conduct cost benefit analysis of visual check workflows for large-scale digitization.

To the authors' knowledge, this is the only available dataset on rate of error detection and error type compared to time spent on quality control visual checks in digitization.

The purpose of this paper is to encourage administrators of device‐lending programs to leverage existing quantitative data for management purposes by integrating analysis of quantitative data into the day‐to‐day workflow.

This is a case study of NCSU Libraries' efforts to analyze and visualize transactional data to aid in the on‐going management of a device‐lending program.

Analysis and visualization of qualitative data related to technology lending revealed patterns in lending over the course of the semester, day, and week that had previously gone unrecognized. With more concrete data about trends in wait times, capacity lending, and circulation volume, staff are now able to make more informed purchasing decisions, modify systems and workflows to better meet user needs, and begin to explore new ideas for services and staffing models.

The concepts and processes described here can be replicated by other libraries that wish to leverage transactional data analysis and data visualization to aid in management of a device‐lending program.

Although much literature exists on the implementation and qualitative evaluation of device‐lending programs, this paper is the first to provide librarians with ideas for leveraging analysis of transactional data to improve management of a device‐lending program.

Optical discs are having a significant impact on information retrieval in libraries. They provide access to bibliographic and numeric data in an efficient manner, retrieving information in seconds that would take a patron using a printed source much longer to find. InfoTrac, a periodical database produced by Information Access Company, is an example of an application of this technology. The forerunner of the company's General Periodicals Index, InfoTrac consists of a database stored on a laser‐optical videodisc and a microcomputer work‐station for accessing, displaying, and printing the contents of the database.

Using a sample of some 300 small independent businesses, drawn from Central London, the paper examines how entrepreneurial behaviour affects business performance. It is argued that small businesses motivated by a desire to grow in terms of sales and/or employees and to survive in a dynamic and competitive environment need to be innovative. However, to what extent they will innovate successfully depends on their capacity to plan ahead, their capacity to innovate and their willingness to take risk. It is shown that entrepreneurial businesses are characterised by these competencies that allow them to innovate and thus develop and grow successfully. Not surprisingly, not all small businesses are equipped with these three competencies owing to their diverse array of strengths and weaknesses arising from the diversity in the managerial motives and aspirations of entrepreneurship. These results highlight the importance of the capacity to innovate and the capacity to plan ahead as strong predictors of small businesses’ performance.

The aim of this paper is to explore the opportunities and barriers facing senior executives in supporting boards of directors in assuming an enhanced strategic function.

Semi‐structured interviews with ten senior executives in four major publically listed Australian companies were conducted.

Senior executives can do more to enable the strategic functioning of their boards. However, barriers, both perceived and real, often prevent or deter them from doing so. The conclusion is that boards and senior directors need to forge a more productive relationship to better serve the company's interests.

The paper serves as exploratory research in an under‐researched topic and may provide a platform for further, in‐depth research. Limitations of the study include the small sample size and the fact that the study was restricted to Australia and therefore this study's conclusions may not be transferable to other countries.

Practitioners, especially senior managers and training and development specialists, may better identify ways in which directors can be assisted to contribute more to strategic processes.

The paper builds on existing literature by capturing the views of senior executives and presenting an Australian perspective. The paper explains challenges and opportunities for senior executives in developing closer working relationships with the company's directors

This paper aims to demonstrate how appreciative inquiry methods can be applied by managers to developing and reviewing business strategy as an alternative, more inclusive and positive approach than is traditionally adopted.

Two cases are presented emanating from consulting projects undertaken by the author.

The cases highlight that appreciative inquiry methods can be applied practically to matters of strategy in different types of organizations.

The practical implications are far reaching. Appreciative inquiry is a fully inclusive method of organizational research. It can be easily and inexpensively adopted and run by management teams, and all employees can be active participants in the process.

The paper is the first that specifically marries appreciative inquiry with business strategy development and review for practitioners and that presents practitioner-oriented cases.

A growing body of research finds that gig economy platforms use gamification to enhance managerial control. Focusing on technologically mediated forms of gamification, this literature reveals how platforms mobilize gig workers’ work effort by making the labour process resemble a game. This chapter contends that this tech-centric scholarship fails to fully capture the historical continuities between contemporary and much older occurrences of game-playing at work. Informed by interviews and participatory observations at two food delivery platforms in Amsterdam, I document how these platforms’ piece wage system gives rise to a workplace dynamic in which severely underpaid delivery couriers continuously employ game strategies to maximize their gig income. Reminiscent of observations from the early shop floor ethnographies of the manufacturing industry, I show that the game of gig income maximization operates as an indirect modality of control by (re)aligning the interests of couriers with the interests of capital and by individualizing and depoliticizing couriers’ overall low wage level. I argue that the new, algorithmic technologies expand and intensify the much older forms of gamified control by infusing the organizational activities of shift and task allocation with the logic of the piece wage game and by increasing the possibilities for interaction, direct feedback and immersion. My study contributes to the literature on gamification in the gig economy by interweaving it with the classic observations derived from the manufacturing industry and by developing a conceptualization of gamification in which both capital and labour exercise agency.

Relationships between long-distance exchange, especially of luxury goods, and the centralization of political power represent a fundamental dimension of political and economic organization. Precolumbian American societies, outside familiar European contexts that have shaped analytical perspectives, provide a broadened comparative field with the potential for more nuanced analysis.

Analysis focuses on four cases that vary in political centralization, institutional complexity, and geographic scale: Ulúa societies without political centralization; small Maya states; Aztec; and Inka empires. Emphasis on relationships between principals and agents highlights the potential of social practices to perform the functions often associated with state institutions

In the Ulúa region, commerce flourished in the absence of states and their concomitants. The very wealth of Ulúa societies and the unusually broad dispersion of prosperity across social segments impeded the development of states by limiting the ability of local lords to intensify their status and convert it to political power. Intensity of market activity and long-distance exchange does not correlate well with the florescence of states. Less centralized and non-centralized political systems may in fact facilitate mercantile activity (or impede it less) in comparison with states.

These cases frame a useful perspective on the organizational configuration of long-distance trade. Informal social mechanisms and practices can be an alternative to state institutions in structuring complex economic relations. The implications for understanding trajectories of societal change are clear: the development of states and centralized political organization is not a prerequisite for robust long-distance commerce.