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Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

To offer knowledge about the global development of large-scale demand responsive transport systems (DRT), and to stimulate dialogue and collaboration for further innovation and improvement of these systems.

A review of the literature shows how DRT has evolved from the first applications in the 1970s to very complex operations in the last two decades with hundreds of vehicles and thousands of passengers every day. Data collection from available sources on the Internet and personal communications during international projects, conferences, and networking are used to quantify the development and status for large-scale DRT.

In the last decade, DRT is moving slowly ahead with real progress in some countries. The “Danish Model” is a good example of how to organize DRT for the best possible coordination of different mobility services, both “open” to the general market and for the special needs market. Such integration is also observed in a few places in the United States, and some European countries. For a real progress there is a great need and potential for international collaboration, as has been the case for most other sectors.

This is the first known attempt to collect information and compile a list of the 30 largest DRT systems in the world. This is used to analyze trends and provide insight into new directions for large-scale DRT systems. Suggestions for collaboration in various aspects of DRT should be valuable to organizations and policy makers with interest and power to further DRT innovations and operations.

While research on digital dangers has been growing, studies on their respective solutions and justice responses have not kept pace. The agathokakological nature of technology demands that we pay attention to not only harms associated with interconnectivity, but also the potential for technology to counter offenses and “do good.” This chapter discusses technology as both a weapon and a shield when it comes to violence against women and girls in public spaces and private places. First, we review the complex and varied manifestations of technological gender violence, ranging from the use of technology to exploit, harass, stalk, and otherwise harm women and girls in communal spaces, to offenses that occur behind closed doors. Second, we discuss justice-related responses, underscoring how women and girls have “flipped the script” when their needs are not met. By developing innovative ways to respond to the wrongs committed against them and creating alternate systems that offer a voice, victims/survivors have repurposed technology to redress harms and unite in solidarity with others in an ongoing quest for justice.

This exploratory study, a Ph.D. dissertation completed at the University of Western Ontario in 2013, examines the materially embedded relations of power between library users and staff in public libraries and how building design regulates spatial behavior according to organizational objectives. It considers three public library buildings as organization spaces (Dale & Burrell, 2008) and determines the extent to which their spatial organizations reproduce the relations of power between the library and its public that originated with the modern public library building type ca. 1900. Adopting a multicase study design, I conducted site visits to three, purposefully selected public library buildings of similar size but various ages. Site visits included: blueprint analysis; organizational document analysis; in-depth, semi-structured interviews with library users and library staff; cognitive mapping exercises; observations; and photography.

Despite newer approaches to designing public library buildings, the use of newer information technologies, and the emergence of newer paradigms of library service delivery (e.g., the user-centered model), findings strongly suggest that the library as an organization still relies on many of the same socio-spatial models of control as it did one century ago when public library design first became standardized. The three public libraries examined show spatial organizations that were designed primarily with the librarian, library materials, and library operations in mind far more than the library user or the user’s many needs. This not only calls into question the public library’s progressiveness over the last century but also hints at its ability to survive in the new century.

This chapter illustrates the ways in which The Open University (OU), one of the leading distance learning universities in the world, uses a range of social media to engage members of the public in learning. The OU has been an early adopter of innovative technologies which enabled public engagement right from its inception, forty years ago, contributing to fulfilling its ethos of social justice. It is this aim to remove barriers and provide learning materials to a wide audience, including those who may be excluded from other learning institutions, which has been a major strategic driver of recent changes. Today the OU harnesses a range of social media to continue to develop this strategic policy. The OU's ecology of openness includes a presence on externally developed social media such as YouTube, iTunesU, Facebook and Twitter, which are used as platforms to transfer knowledge and expertise to interested members of the public and encourage academic debate. Alongside these, the OU has also developed its own cutting edge social media platforms, which also allow public engagement. Key OU platforms include OpenLearn, a website that gives free access to a vast range of OU course materials; and Cloudworks, a site for finding, sharing and discussing learning and teaching ideas, experiences and issues. This chapter explores the achievements of the OU in using social media to engage with public audiences, as well as highlights the challenges and issues encountered.