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The purpose of this article is to discuss approaches to sustainable decision-making for integrating emerging educational technologies in library instruction while supporting evidence-based practice (EBP).

This article highlights recent trends in emerging educational technologies and EBP and details a model for supporting evidence informed decision-making. This viewpoint article draws on an analysis of recent literature, as well as experience from professional practice.

Authors discuss the need for sustainable decision-making that addresses a perceived lack of evidence surrounding emerging technologies, a dilemma that many library educators and practitioner-researchers will have faced in their own library instruction. To support the evidence-informed selection and integration of emerging educational technologies, a two-pronged model is presented, beginning with an articulation of pedagogical aims, alignment of technological affordances to these aims and support of this alignment via hard evidence available in the research literature, as well as soft evidence found in the environmental scan.

This article provides an outline and synthesis of key issues of relevance to library practitioners working within a challenging and ever-changing landscape of technologies available for learning and instruction. The proposed approach aims to create a sustainable model for addressing problems of evidence and will benefit academic librarians considering emerging educational technologies in their own pedagogy, as well as those who support the pedagogy of others.

In today's digital environments, online engagement is a critical component of achieving successful, sustainable impact. Building an online presence that extends beyond the walls of academia is therefore an essential part of developing as a scholar during any stage of the career span. In this chapter, we discuss career-wide approaches for establishing yourself as a “networked scholar” (Goodier & Czerniewicz, 2015) to build connections and foster communication. We also explore ways to engage your audience through open, public outputs (publications, graphics, websites, profile tools, etc.). Using the key strategies presented, scholars can build an online academic presence and increase their scholarly visibility on the web or through social media. At the core of this chapter is an exploration of how academics can develop and communicate about themselves and their research interests, to achieve their goals both in the near-term and across their career span. While the approaches presented are not prescriptive, they are intended to encourage the reader to generate a plan for online engagement that helps establish their scholarly identity. These tried and tested activities can be leveraged for engaging different audiences in research in ways that promote networked scholarship and create pathways to impact.

Impact has generated much discussion in higher education in recent years, and it is not abating. This chapter lays the groundwork to build an understanding of what impact is, where it has come from and where it is likely to be going in higher education. The various roles of universities and academics and the value of knowledge generation and dissemination to communities outside of academia are explored. Understanding impact and how it is enacted, monitored, evaluated and reported is essential to position impact within one's academic practice. While various definitions of impact have been adopted in different contexts, the focus is on leveraging those definitions as an academic. The language of impact is important as it determines how some disciplines are privileged and others potentially are disadvantaged. The chapter encourages academics in the latter category of disciplines to be active in helping shape the conversation around impact in their contexts. The final section discusses where impact may be going within higher education, how to get the most out of the book as a researcher and what each chapter contributes to becoming an impactful researcher. There is no one right way to be an academic; the reader is encouraged to use each chapter to help hone and refine their academic trajectory given their own epistemological beliefs.

IT is slightly over two years since the U.S.A.A.F. asked some of the leading electrical manufacturers of the country to undertake the development of a wholly new alternating‐current electrical system for aircraft. While some of the details are not ready for publication, enough can be revealed to make this an opportune time to review the progress which has been made, and to evaluate the significance of this highly publicized development.

This study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in Indonesia. The study also examines the moderating role of market orientation as a predominant strategic orientation on the relationship between agile project management and organizational agility.

Research data were collected via a questionnaire survey from the executive management of telecommunication technology providers in Indonesia to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis and structural equation modeling.

The results indicate that networking capability positively affects organizational agility. However, agile project management's significant effect on organizational agility occurs only when the relationship is moderated by market orientation. The results of the study also demonstrate that organizational agility positively affects organizational performance.

This study is based on a cross-sectional nature and might fail to capture the studied variables' dynamic over an extended period.

The study enriches the previous literature in organizational agility by presenting the collective impact of networking capability and agile project management and the moderating role of market orientation. However, dissimilar with major prior studies, the results indicate that agile project management's direct effect on organizational agility is not significant. Agile project management needs to be moderated by market orientation to create exceptional customer values and overcome the competition for the organization to achieve organizational agility, responsiveness and adaptability to address customers' needs and requirements. Furthermore, the study's result corroborates the importance of organizational agility to achieve organizational performance in the highly dynamic telecommunication industry.

Health of humans made pharmaceutical products essential in efforts either to cure or alleviate pain, or to remove disfiguring blemishes. It is doubtful if the public was sceptical — it was certainly eager to buy! The claims made for preparations and the ways of reaching the consumers necessitated various forms of advertising which reveal some of the attitudes and ideas current in British society in the 17th and 18th centuries. Much surviving evidence has come from the press and other publications, although other media were used too.