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The changing landscape that leaders face demands an evolution of leadership development that not only builds skills but also grows a leader’s capacity to effectively respond to and manage an ambiguous, uncertain and changing future. Based on adult development theory, we explore the nuanced difference of leadership development through two distinct, but equally useful lenses: horizontal and vertical leadership development. We examined the state of leadership development practice across fifteen large organizations and present differences in how six common leadership development practices including assessments, individual development plans, expert knowledge sharing, mentorship, coaching, and experiential opportunities were used in a more traditional skill-building way, and how principles of vertical development were incorporated. We conclude with specific practical approaches to modify traditional practices to meet emerging needs.

To highlight content of interest to this journal’s readership that promotes current thinking and activities in Information Technology.

Selective conference report of the annual meeting of the American Library Association and pre‐conference.

The largest conference of librarians, the variety of programs, activities, exhibit halls, creates one of the best professional development opportunities for librarians. Attracting librarians from all sectors and work environments from around the globe, this conference is hard to describe in a brief way except to say it is an experience. The article documents relevant programs about information technology was the goal of this contribution.

Contains information of particular interest to readers who did not attend these sessions. Introducers them to presenters and important hot topics. Provides an alternative to not being present while gaining some information and coverage.

Many operating managers view culture and culture change as something “soft” or “squishy” and remote from day‐to‐day concerns. They're worried about “making their numbers” and say they haven't got time to think about organizational culture.

The evolution of the global village during the Information Age created a huge powershift from centralized bureaucracies to small decentralized organizations formerly on the edges of power and influence, essentially a shift from the centers to the margins. This phenomenon can be seen in every part of the country, throughout the world, and in every aspect of life—economic, cultural, social, and political. Once‐dominant centers of business power and influence such as New York and Chicago are giving way to a more widely diffused and distributed pattern of power, with, for example, major banks in North Carolina and software developers in Seattle.

The purpose of this paper is to show how a new academic library works.

The author used statistical data and anecdotal evidence.

The findings were that digital library materials have dramatically changed how libraries operate.

The library featured in this story is the University of Calgary’s main library which is called the Taylor Family Digital Library, which is meant to be a library with digital technology as its main focus.

The purpose of this paper is to focus on major issues involved in setting up a digital library, with special attention given to the University of Calgary’s new Taylor Family Digital Library, which was started in 2006 and completed in 2011 at a cost of $203 million.

The paper will begin with a description of the targeted users. It will discuss user expectations for the digital library, which are often focused on the distributive function of the library to provide rapid and easy access to resources such as licensed e-journals and e-books. It will then explore issues related to the productive function, the digitization of collections. Finally, the paper will address the question: what purposes does digitization of collections serve?

Although digital materials are becoming more popular with university library users, university libraries are not yet ready to abandon print library materials altogether for a wide variety of reasons.

This is a case study of a library that claims to be unique: a university library which is truly digital in nature.

This paper seeks to build understanding of the evaluation of sponsorships involving high human mortality risk. Examples of risky sponsees are presented, with two assessed as in-depth case studies. Based on this research, a sponsorship evaluation framework for sponsors is presented that includes: sponsee selection, risk management, strategic tactics, contingency planning, contract elements and post-contract tactics.

Building on knowledge-based view and demographic diversity theory, the purpose of this paper is to re-conceptualize knowledge heterogeneity (KH) (i.e. diversity in individual or organizational knowledge) and to explore a broader set of relationships between KH and the multidimensional (i.e. dynamics and ambidexterity) innovation.

Case studies of organizational KH and innovation ambidexterity were conducted in four representative companies with variated characteristics. Similarities in the heterogeneity-innovation relationships were identified across four very different types of companies, providing a good exploratory base for future large-scale empirical studies.

Grounding on locus-of-knowing and timing-of-knowing dimensions, this paper utilizes an inductive approach that analyzes qualitative materials to construct the essential meanings of intraorganizational KH, and to explore the influences KH brings onto the ambidextrous innovation. A four-category typology of KH is emerged. Overall, KH is categorized into four distinctive but inter-related forms: individual professional backgrounds, collective profession backgrounds, individual evolving knowledge portfolio, and collective evolving knowledge portfolio.

Building on such typology, this paper discusses propositions for the differentiated influences of different forms of KH on dynamic and ambidextrous innovations.

Whereas individual knowledge benefits independent creativity, complex collective knowledge is more critical for organizational innovation. While research has placed more emphasis on the effects of knowledge accumulation or flow, it neglects the knowledge profile and structure for innovation. The present study explores the effect of heterogeneous knowledge structure on dynamic and ambidextrous innovation.

Purpose – It is often difficult to assign blame to youthful violent offenders, and journalists may be uncertain how to determine the moral culpability of performers of horrific crimes such as school shootings.

Methodology/approach – In order to examine journalists’ assignation of moral responsibility for school shooting events, this article examines the sequencing dynamic (i.e., the order in which elements of news reportage appear) present in article lead sections from 112 New York Times articles about nine rampage school shootings occurring in the United States between 1997 and 2001.

Findings – Analysis revealed that journalists initially tended to select sequences that more clearly assigned blame. Over time journalists tended to rely on details that highlighted the contextual elements, rhetorically reducing the moral responsibility of the perpetrators. School shootings may ultimately be remembered as horrible events, but the youthful nature of the offenders and other contexts of the events will tend to mitigate the shooters’ moral culpability.

Originality/value of chapter – This study is the first to apply Cerulo's (1998) concept of sequencing to glean information about the moral decision-making process involved in the production of news content about school shootings.

Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative needs of CXOs, the work–life balance and hence career progression. This paper aims to examine the impact of remote working on executive isolation impacting the collaborative needs, work–life balance and career of CXOs from organizations in India.

Qualitative research approach was adopted for the study. The respondents based on inclusion criteria were selected through purposive sampling. The survey was administered to 50 CXOs representing multinational companies in India, of which 45 CXOs responded. The data was analyzed using MAXQDA 2022 (Verbi Software, Berlin, Germany).

Companies try to save costs by promoting remote working but might countermine its implications on CXOs collaborative needs, work–life balance and career slowdown. Businesses are now able to hire CXOs and other people who do not physically work alongside their counterparts but at the cost of enhancing executive isolation and loss of productivity. Imposed remote working can adversely affect the CXOs interactivity and productivity, thus enhancing executive isolation and impacting career progression.

The remote working was mandatory during the pandemic but became a practice henceforth. The impact of remote working on the CXOs collaborative needs, work–life balance and career progression has largely been unstudied. There is limited awareness about impact of remote working on executive isolation and its multiplier effect impacting the CXOs careers and it is an inward challenge which needs to be mitigated by the companies. This aspect can lead to the CXOs not being able to achieve their objectives, making the organizations lose trust on their ability to lead and eventually slowing down their career progression, due to remote working led executive isolation.