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Discover a fascinating new set of perspectives on the life and work of Herman Melville A New Companion to Herman Melville delivers an insightful examination of Melville for the twenty-first century. Building on the success of the first Blackwell Companion to Herman Melville, and offering a variety of tools for reading, writing, and teaching Melville and other authors, this New Companion offers critical, technological, and aesthetic practices that can be employed to read Melville in exciting and revelatory ways. Editors Wyn Kelley and Christopher Ohge create a framework that reflects a pluralistic model for humanities teaching and research. In doing so, the contributing authors highlight the ways in which Melville himself was concerned with the utility of tools within fluid circuits of meaning, and how those ideas are embodied, enacted, and mediated. In addition to considering critical theories of race, gender, sexuality, religion, transatlantic and hem­ispheric studies, digital humanities, book history, neurodiversity, and new biography and reception studies, this book offers: A thorough introduction to the life of Melville, as well as the twentieth- and twenty-first-century revivals of his work Comprehensive explorations of Melville's works, including Moby-Dick, Pierre, Piazza Tales, and Israel Potter, as well as his poems and poetic masterpiece Clarel Practical discussions of material books, print culture, and digital technologies as applied to Melville In-depth examinations of Melville's treatment of the natural world Two symposium sections with concise reflections on art and adaptation, and on teaching and public engagement A New Companion to Herman Melville provides essential reading for scholars and students ranging from undergraduate and graduate students to more advanced scholars and specialists in the field.

This guide shows design practices and other construction professionals how to manage knowledge successfully. It explains how to develop and implement a knowledge management strategy, and how to avoid the pitfalls, focusing on the techniques of learning and knowledge sharing that are most relevant in professional practice. Expensive IT-based ‘solutions'bought off-the-shelf rarely succeed in a practice context, so the emphasis here is on people-centred techniques, which recognise and meet real business knowledge needs and fit in with the organisational culture. Knowledge is supplanting physical assets as the dominant basis of capital value and an understanding of how knowledge is acquired, shared and used is increasingly crucial in organisational success. Most business leaders recognise this, but few have yet succeeded in making it the pervasive influence on management practice that it needs to become; that has turned out to be harder than it looks. Construction professionals are among those who have furthest to go, and most to gain. Design is a knowledge-based activity, and project managers, contractors and clients, as well as architects and engineers, have always learned from experience and shared their knowledge with immediate colleagues. But the intuitive processes they have traditionally used break down alarmingly quickly as organisations grow; even simply dividing the office over two floors can noticeably reduce communication. At the same time, increasingly sophisticated construction technology and more demanding markets are making effective management of knowledge ever more important. Other knowledge-intensive industries (such as management consultancy, pharmaceuticals, and IT), are well ahead in adopting a more systematic approach to learning and sharing knowledge, and seeing the benefits in improved technical capacity, efficiency, customer satisfaction and reduced risk.