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The subject of this paper is the phenomenon of social media aesthetics, which can be perceived as a tool for promoting and building the image of libraries, especially in terms of merchandising. The aim of this paper is to analyse the potential of the dark academia social media trend in the promotion of academic libraries.

The article is based on a review of the social networking sites YouTube and Instagram and an analysis of network resources using the Brand24 tool.

Resources that are described by Internet users as “dark academia” are popular in social media. Dark academia as an aesthetic concept creates potential for the promotion of academic libraries, especially those that are more traditional in terms of their architecture, décor or how they offer their services.

The paper concerns a phenomenon which, although popular socially, has not yet been scientifically analysed in the literature on the subject. Since the topic is new and there is no scientific literature on it, the author had to base the paper on less standard sources of information (e.g. analysis of the content of social media). The article is a review, an introduction, as well as an invitation to further discussion. The author's aim is not to comprehensively cover this topic but only to draw attention to an interesting and rarely discussed issue that has great potential for practical activities.

The topic has great potential for the practical improvement of the promotional activities of libraries, especially older, more traditional libraries, to create a strong and positive image on the basis of characteristics often perceived as weaknesses.

Social media services are powerful social impact tools. Showing the potential role of social media aesthetics for cultural institutions could serve to make the public more aware of the role of the proper use of social media for promotion and image building.

The use of social media aesthetics is very rarely discussed in the subject literature.

This article advocates that privacy literacy research and praxis mobilize people toward changing the technological and social conditions that discipline subjects toward advancing institutional, rather than community, goals.

This article analyzes theory and prior work on datafication, privacy, data literacy, privacy literacy and critical literacy to provide a vision for future privacy literacy research and praxis.

This article (1) explains why privacy is a valuable rallying point around which people can resist datafication, (2) locates privacy literacy within data literacy, (3) identifies three ways that current research and praxis have conceptualized privacy literacy (i.e. as knowledge, as a process of critical thinking and as a practice of enacting information flows) and offers a shared purpose to animate privacy literacy research and praxis toward social change and (4) explains how critical literacy can help privacy literacy scholars and practitioners orient their research and praxis toward changing the conditions that create privacy concerns.

This article uniquely synthesizes existing scholarship on data literacy, privacy literacy and critical literacy to provide a vision for how privacy literacy research and praxis can go beyond improving individual understanding and toward enacting social change.

The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems.

This study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers.

The findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies.

This paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes “fails” and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs.