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Like other public and nonprofit leaders, academic librarians face multiple challenges (McGregor, 2000) such as tight and declining budgets, technology-savvy users, higher performance expectations from clients and overseers, complex production networks, rapid technological change, and increased competition (Stoffle, Allen, Morden, & Maloney, 2003). These challenges require new leadership roles, skill sets, and techniques for academic librarians, as well as restructuring the library organization. A discussion of their changed roles and organizations contextualizes the discussion of how academic librarians should meet the challenges of a changed service environment (Stoffle et al., 2003). However, a void in the discussion is the failure to suggest a leadership role best suited to governing complex academic libraries, as well as the lack of a coherent strategic framework to guide academic librarians in formulating, implementing, and assessing strategy to create additional value (Gilreath, 2003).

The creation of sustainable value has become a key driver of competitive advantage for many companies. The field of organization development and change can assist these companies because it provides the theories, research, models, and tools they need to embed sustainability into their core business practices. In this chapter, we provide a brief history of sustainable value, demonstrate how and why it is an important source of competitive advantage, and describe five core capabilities companies need to embed sustainability throughout their organizations. We use case examples to illustrate these ideas and conclude with implications for research and practice.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).