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This article focuses on humanities scholars’ information searching. David Ellis’ model of scholars’ information seeking is taking as a starting point for this study. For understanding the information needs and information seeking habits of humanities scholars, it is crucial to know about the nature of research processes within diverse humanities fields. The study at hand, therefore, starts from the premise that the information searching of humanistic researchers needs to be understood within the framework of the research process, and not as a phenomenon outside of it.

Based on 24 in-depth interviews in archaeology, art history, philosophy, and languages and linguistics, the article examines humanities scholars’ research processes. The purpose of this study is to analyse the research processes, their course and different stages, and to classify these into types. The purpose is also to examine the relationships between the types of research processes and the disciplines studied. Seven types of research processes were identified among scholars working in the fields studied. The types were named the Fly, the Sphinx Moth, the Mole, the Mockingbird, and the Spider.

The findings show that the representatives of a specific humanities discipline did not always proceed in their research in similar ways. There were distinct differences according to discipline, but important differences between scholars belonging to the same discipline could also be observed. The findings indicate that information seeking behaviour cannot be explained by factors that lie outside the researcher and the researcher's subject matter. Another important finding is that humanistic research often does not proceed in linear stages. There is more variability within the research and searching processes within humanities and among representatives of specific disciplines than is often presumed.

The purpose of this paper is to create a numerical model of electrode induction melting process for the gas atomization (EIGA) and process and investigate the complex interaction of the electromagnetic and thermal fields on the fluid flow with free surface.

The modelling approach is based on the free surface code SPHINX which includes time dependent electromagnetic, thermal and fluid flow with free surface modelling and the commercial software COMSOL for investigating 3D electromagnetic effects.

The melting dynamics, liquid film formation and the outflow free surface behavior are predicted by SPHINX using an optimized geometry. Quasi‐stationary AC electromagnetic solutions with COMSOL predict some 3D effects of the coil, including frequency dependent estimates of voltage, electric current and power.

The importance of magnetic forces controlling the free surface jet formation, partial semi‐levitation and the outflow superheat is uncovered by numerical modelling tools. An optimized geometry is presented for the EIGA process.

This paper aims to encourage greater clarity and stimulate further interest in thorough empirical research in the area of learning levels. The broader motivation here is to urge researchers to not only theorize but also undertake elaborate and much needed empirical work.

Part I of the study rests on a reflection and review of the literature concerned with “N-loop learning”, that is, the different hierarchical levels and stages of organizational learning.

The study provides some views and classification schemes on how to reconcile and think about different levels of learning. Some learning archetypes are identified that guide further reflection and elaboration on learning stages and hierarchies.

“N-loop learning” is introduced to encapsulate and systematize a vast array of views, models and levels of organizational learning. From zero learning and single-loop learning to quadruple-loop learning, a series of learning archetypes are presented. The case for a proper and clear nomenclature of learning levels is singled out. Finally, a strong case for empirical testing in this area is advocated.

This research explores two interconnected questions: (1) How do we approach stylistic features of multimodal rhetorical artifacts such as protest posters? (2) Do said artifacts designed for different purposes exhibit systematic stylistic differences? Drawing on Charles Sanders Peirce’s semiotic categorization, this study develops a framework for examining concision, one of the primary stylistic considerations for multimodal rhetorical artifacts such as protest posters. This paper illustrates the use of this framework by exploring the correlation between rhetorical purpose and concision in posters created and disseminated before and during the 2011–2012 Québécois student movement. This study fine-tunes our existing knowledge on multimodality with style sensitivity, and demonstrates how an economy-of-sign based semiotic approach could enrich the empirical examination of multimodal rhetorical artifacts by generating more controlled interpretations.

This paper aims to elaborate on current research on fourth party logistics “4PL” by offering a taxonomy that provides a deeper understanding of 4PL service offerings, thus drawing clear frontiers between existing 4PL business models.

The authors collected data using semi-structured interviews conducted with 60 logistics executives working in 44 “4PL” providers located in France. Using automatic analysis of textual data, the authors combined spatial visualisation, clustering analysis and hierarchical descending classification to generate the taxonomy.

Two key dimensions emerged, allowing the authors to clearly identify and distinguish four 4PL business models: the level of reliance on interpersonal relationships and the level of involvement in 4PL service offering. As a result, 4PL providers fall under one of the following business models in the taxonomy: (1) The Metronome, (2) The Architect, (3) The Nostalgic and (4) The Minimalist.

The study focuses on investigating 4PL providers located in France; thus, future studies should explore the classification of 4PL business models across different cultural contexts and social structures.

The findings offer valuable managerial insights for logistics executives and clients of 4PL to better orient their needs, the negotiations and the contracting process with 4PLs.

Using a Lexicometric analysis, the authors develop taxonomy of 4PL service providers based on empirical evidence from logistics executives; the work addresses the existing confusion regarding the conceptualisation of 4PL firms with other types of logistical providers and the role of in/formal interpersonal relationships in the logistical intermediation.

When N. V. Sphinx Hemiksem in Hemiksem, Belgium, closed on 31 December 1978, it had produced glazed wall‐tiles for 80 years.

The authors advocate making storytelling an integral tool of corporate strategy. Stories create the experience that lets strategy be understood at a personal level. In order to be effective, strategy must not just inform, it must. And people are never inspired by reason alone.

A case study of the development and presentation of a strategic story – one designed to describe the future of San Juan Regional. It became known as “The Raiders of the Lost Art.”

According the CEO of San Juan Regional: “We learned a whole new way for management and employees to work together to make dramatic new things happen. So we have committed to this type of storytelling and feedback to be done every 18 months.”

Research on the success of companies implementing strategic change using the storytelling tool vs. those that rely on an analytical presentation would be valuable.

If you want your change message to actually take hold – if you want it to transform how things are done in your world – then weave your message about the new strategy into a compelling and memorable story.

When more leaders immerse their employees in compelling and inspirational strategy stories, more companies will achieve their change goals.

Quality, by itself was a lofty enough goal—then they had to add total to it. Yikes! The problem with aiming for perfection is that you're guaranteed to fail. However, the problem with doing what you've always done is that you'll get what you always got. It's a riddle fit for the sphinx, so we made it ‘Job One’ to get answers from some of the other wonders of the world:

The present paper aims to propose a measurement scale of the customer knowledge enabled innovation (CKEI) capability.

Data were generated on the basis of in‐depth interviews with managers and was analysed using the “Sphinx” software.

A pool of 60 items is proposed for the eventual measurement of the CKEI capability.

The proposed measurement scale is still raw. Further research is needed in order to test its psychometric features as well as to validate its relevance into a general model of customer knowledge management and innovation.

Organizations need to measure the degree to which they are endowed with the capability of managing effectively customer knowledge in order to foster innovation. The CKEI scale is considered as a barometer allowing organizations to evaluate to what extent they are endowed with the capacity of co‐creating value with their customers. The proposed CKEI scale is believed to provide managers with the opportunity to regularly monitor their innovative capability and be close to their customers.

The CKEI capability is proposed as a new construct focusing on integrating both innovation and knowledge‐based capabilities literatures. The CKEI measurement scale is believed to extend these literatures and to add knowledge to these areas of research..