The digital age is burning out our most precious resources and the future of the past is at stake. In After Disruption: A Future for Cultural Memory, Trevor Owens warns that our institutions of cultural memory—libraries, archives, museums, humanities departments, research institutes, and more—have been “disrupted,” and largely not for the better. He calls for memory workers and memory institutions to take back control of envisioning the future of memory from management consultants and tech sector evangelists. After Disruption posits that we are no longer planning for a digital future, but instead living in a digital present. In this context, Owens asks how we plan for and develop a more just, sustainable, and healthy future for cultural memory. The first half of the book draws on critical scholarship on the history of technology and business to document and expose the sources of tech startup ideologies and their pernicious results, revealing that we need powerful and compelling counter frameworks and values to replace these ideologies. The second half of the book makes the case for the centrality of maintenance, care, and repair as interrelated frameworks to build a better future in which libraries, archives, and museums can thrive as sites of belonging and connection through collections.

Opening -- Part I. Metarealism. How the real world became a fable, or, The realities of social construction -- Part II. Process social ontology. Concepts in disintegration & strategies for demolition ; Process social ontology ; Social kinds -- Part III. Hylosemiotics. Hylosemiotics : the discourse of things -- Part IV. Knowledge and value. Zetetic knowledge ; The revaluation of values -- Conclusion : becoming metamodern.

The internet has reshaped the media landscape and the social institutions built upon it. Competition from online media sources has decimated local journalism and diminished the twentieth century's established journalistic gatekeepers. Social media puts individual users front and center in the creation of the content that they consume. Harmful speech can spread further and faster, and the institutions responsible for policing that speech-Facebook, TikTok, YouTube and the like-lack any clear twentieth-century analog. The law is still working to catch up to the world these changes have wrought. This volume gathers sixteen scholars in law, media, technology, and history to consider these changes. Chapters explore the breakdown of trust in the media, changes in the law of defamation and privacy, challenges of online content moderation, and financial viability for journalistic enterprises in the internet age. This title is also available as Open Access on Cambridge Core.

The heart-stopping first chapter in bestselling author Jessica Shirvington's Disruption series. What if a microchip could identify your perfect match? What if it could be used against you and the ones you love? Eight years ago, Mercer Corporation's M-Bands became mandatory. An evolution of the smartphone, the bracelets promised an easier life. Instead, they have come to control it. Two years ago, Maggie Stevens watched helplessly as one of the people she loved most was taken from her, shattering her world as she knew it. Now, Maggie is ready. And Quentin Mercer -- heir to the M-Corp empire -- has become key to Maggie's plan. But as the pieces of her dangerous design fall into place, could Quentin's involvement destroy everything she's fought for? In a world full of broken promises, the ones Maggie must keep could be the most heartbreaking. Ages 14+

An expert in management takes on the conventional wisdom about disruption, looking at companies that proved resilient and offering managers tools for survival. “Disruption” is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive—or, if they aren't disruptive yet, it's only a matter of time before they become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption—Fujifilm and Canon, for example—and why some like Blockbuster and Encyclopedia Britannica have not. Departing from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones. Gans describes the full range of actions business leaders can take to deal with each type of disruption, from “self-disrupting” independent internal units to tightly integrated product development. But therein lies the disruption dilemma: A firm cannot practice both independence and integration at once. Gans shows business leaders how to choose their strategy so their firms can deal with disruption while continuing to innovate.

Most of the research efforts dealing with airline scheduling have been done on off-line plan optimization. However, nowadays, with the increasingly complex and huge traffic at airports, the real challenge is how to react to unexpected events that may cause plan-disruptions, leading to flight delays. Moreover these disruptive events usually affect at least three different dimensions of the situation: the aircraft assigned to the flight, the crew assignment and often forgotten, the passengers’ journey and satisfaction. This book includes answers to this challenge and proposes the use of the Multi-agent System paradigm to rapidly compose a multi-faceted solution to the disruptive event taking into consideration possible preferences of those three key aspects of the problem. Negotiation protocols taking place between agents that are experts in solving the different problem dimensions, combination of different utility functions and not less important, the inclusion of the human in the automatic decision-making loop make MASDIMA, the system described in this book, well suited for real-life plan-disruption management applications.

This book deals with stochastic combinatorial optimization problems in supply chain disruption management, with a particular focus on management of disrupted flows in customer-driven supply chains. The problems are modeled using a scenario based stochastic mixed integer programming to address riskneutral, risk-averse and mean-risk decision-making in the presence of supply chain disruption risks. The book focuses on integrated disruption mitigation and recovery decision-making and innovative, computationally efficient multi-portfolio approach to supply chain disruption management, e.g., selection of primary and recovery supply portfolios, demand portfolios, capacity portfolios, etc. Numerous computational examples throughout the book, modeled in part on realworld supply chain disruption management problems, illustrate the material presented and provide managerial insights. Many propositions formulated in the book lead to a deep understanding of the properties of developed stochastic mixed integer programs and optimal solutions. In the computational examples, the proposed mathematical programming models are solved using an advanced algebraic modeling language such as AMPL and CPLEX, GUROBI and XPRESS solvers. The knowledge and tools provided in the book allow the reader to model and solve supply chain disruption management problems using commercially available software for mixed integer programming. Using the end-of chapter problems and exercises, the monograph can also be used as a textbook for an advanced course in supply chain risk management. After an introductory chapter, the book is then divided into six main parts. Part I addresses selection of a supply portfolio; Part II considers integrated selection of supply portfolio and scheduling; Part III looks at integrated, equitably efficient selection of supply portfolio and scheduling; Part IV examines integrated selection of primary and recovery supply and demand portfolios and production and inventory scheduling, Part V deals with selection of resilient supply portfolio in multitier supply chain networks; and Part VI addresses selection of cybersecurity safequards portfolio for disruption management of information flows in supply chains.