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Innovation challenges are increasingly complex, cutting across distributed actors from different disciplines, organizations, and fields. Solving such challenges requires creating the capacities of opening up for innovation to access and develop a greater amount and variety of knowledge and resources. Perspectives on open source, open innovation, and interorganizational collaboration have explored such capacities, but from different origins and scopes of analysis. Our practice-based integrative framework of “opening innovation” helps highlight these differences and connect their relative strengths. Through a critical literature review paired with an analysis of different empirical cases from Hacking Health, a non-profit organization helping drive digital health innovation, the authors reveal the user-centric, firm-centric, and field-centric approaches to opening innovation that progressively connect a greater variety of actors and resources. The authors show how specific new relational practices they produce address the new relational dynamics these connections bring to accumulate more resources for innovation to keep progressing.

Library buildings are routinely reimagined, remodeled, or built new to meet the changing needs of their community. The move from collection-centric to user-centric service models has generated numerous writings about the library as place and space. The one concept lacking in the scholarly discourse is the changing roles of librarians to meet the needs of these new spaces and places. How do librarians fit in the new equation? When addressing the professional identity of librarians, which aspect of their work will need to evolve and which will need to be let go? A critical facet of sustaining services in new spaces is the need to develop the sustainable librarian – to remove the stigma of the librarian as “jack of all trades, master of none.” In order to realize this new mindset of mastering our domain we need to begin reimagining our work. Some ways, this can be accomplished by writing increased flexibility into position descriptions and creating organizational structures to better support librarians within the new spaces. With these new developments to our professional identities, librarians may learn to employ entrepreneurial skills in order to continuously anticipate services and develop skill sets to aid the library’s ability to fulfill its purpose. The authors provide a literature review to discuss the changing role of the academic librarian to meet the evolution of the library building and services. We will provide an example through findings and practices of Grand Valley State University and how it reimagined roles in the early 2000s and continues to reimagine roles in a new building and a renovated branch library. The change of spaces and places in academic libraries to accommodate user needs and perceptions has impacted how academic librarians work in these spaces and places. Library administrators need to rethink workflows, and organizational charts by examining flexible workloads, cross-training initiatives, professional development around new skills, and the letting go of obsolete practices.

Originality/value – in this chapter, the authors will discuss how library leaders are charged with translating the new roles of their librarians to meet the needs of their community in these new spaces and how library leaders may look beyond the literature of the profession for ways to facilitate change.

Technology has changed the future of money. The need to foster innovation in banking has been instigated by a shift from traditional finance provided by incumbents to fintech companies, such as challenger banks and decentralized platforms, offering new forms of money and payments services. The Bank of England has responded to this shift with the exploration of a Central Bank Digital Currency (CBDC), which in its retail form, would give the public the opportunity for the first time to directly hold state central bank money. This CBDC proposal emerges in a landscape where private money such as cryptocurrencies are increasing in capacity of coins and in trading volume; in a crypto economy with an expanding market capital. This competition opens the possibilities to reform banking to adapt to new payments platforms such as blockchains with advanced features such as smart contracts. The proposed design of a CBDC can either compete or complement such innovations which is evaluated in this review chapter. The author argues that the plethora of public and private currencies on the market, once reached legal maturity in terms of governance, can provide the element of choice to consumers in an open, innovative, and competitive free market. The author put forward that the Bank of England must act to introduce a CBDC that is interoperable with innovative payment platforms including blockchains, accompanied by a user centric design, to participate in the ever adapting fintech economy.

In this chapter, we connect our focus — the organizing of marketing — to one of the strongest drivers for its change — digitalization — and draw attention to various “dual forces” that affect marketing as a consequence. These dual forces are associated with the concept of ambidexterity. Given that companies today are affected by digitalization, both internally in their organizations and in their external business relations, and that they need to act as ambidextrous organizations handling both old (“analog”) and new (“digital”) situations, how does this affect marketing, in general, and the organizing of marketing, in particular?

The chapter will be founded on the assumptions that digitalization is a central driver of change in business and society today, and this digitalization requires organizations to explore new opportunities while still operating with mature technologies in mature markets. Marketing most often has a central role in this situation of digitalization. The connection between digitalization processes, ambidextrous organizations, and the processes of organizing marketing is the focus of this chapter.

The subject is wide, and the aim of the chapter is to generate ideas on some potential consequences for marketing management and organization. The chapter ends with a set of propositions serving as starting points for further studies of the links between digitalization, marketing management and organization, as well as the forces resulting from digitalization.

Advances in Big Data, artificial Intelligence and data-driven innovation bring enormous benefits for the overall society and for different sectors. By contrast, their misuse can lead to data workflows bypassing the intent of privacy and data protection law, as well as of ethical mandates. It may be referred to as the ‘creep factor’ of Big Data, and needs to be tackled right away, especially considering that we are moving towards the ‘datafication’ of society, where devices to capture, collect, store and process data are becoming ever-cheaper and faster, whilst the computational power is continuously increasing. If using Big Data in truly anonymisable ways, within an ethically sound and societally focussed framework, is capable of acting as an enabler of sustainable development, using Big Data outside such a framework poses a number of threats, potential hurdles and multiple ethical challenges. Some examples are the impact on privacy caused by new surveillance tools and data gathering techniques, including also group privacy, high-tech profiling, automated decision making and discriminatory practices. In our society, everything can be given a score and critical life changing opportunities are increasingly determined by such scoring systems, often obtained through secret predictive algorithms applied to data to determine who has value. It is therefore essential to guarantee the fairness and accurateness of such scoring systems and that the decisions relying upon them are realised in a legal and ethical manner, avoiding the risk of stigmatisation capable of affecting individuals’ opportunities. Likewise, it is necessary to prevent the so-called ‘social cooling’. This represents the long-term negative side effects of the data-driven innovation, in particular of such scoring systems and of the reputation economy. It is reflected in terms, for instance, of self-censorship, risk-aversion and lack of exercise of free speech generated by increasingly intrusive Big Data practices lacking an ethical foundation. Another key ethics dimension pertains to human-data interaction in Internet of Things (IoT) environments, which is increasing the volume of data collected, the speed of the process and the variety of data sources. It is urgent to further investigate aspects like the ‘ownership’ of data and other hurdles, especially considering that the regulatory landscape is developing at a much slower pace than IoT and the evolution of Big Data technologies. These are only some examples of the issues and consequences that Big Data raise, which require adequate measures in response to the ‘data trust deficit’, moving not towards the prohibition of the collection of data but rather towards the identification and prohibition of their misuse and unfair behaviours and treatments, once government and companies have such data. At the same time, the debate should further investigate ‘data altruism’, deepening how the increasing amounts of data in our society can be concretely used for public good and the best implementation modalities.