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In this article, we will try to present on stage how librarians are and how libraries are going through this pandemic context caused by Covid-19. For this reason, we want to think about how we position ourselves in the face of an unforeseen situation, in the face of a variable not considered, in the face of a global symptom. On the contrary, the writing is not intended to be a decalogue of how to act, given the impossibility of our daily work, in our functions and activities of libraries of any type. In addition, it is intended to propose a space for reflection and introspection.

The heavy water plant was established under the name of Combinatul Chimic Drobeta, by Decree 400/16.11.1979, under the Inorganic Products Industrial Center (CIPA) Râmnicu Vâlcea. The thermo-electric plant for supplying the heavy water factory with steam was decided to be located in Halânga village, three kilometers from the factory. The process water required for the factory was brought from the Danube, and the hydrogen sulphide used in the process was produced in the plant, through a specific technology, and then compressed, liquefied and stored in special tanks. The works on the heavy water factory at Drobeta Turnu Severin started in 1979, based on a derogatory HCM. The equipment for the heavy water plant was purchased through the Industrial Center for Chemical and Refinery Equipment (CIUTCR). All equipment and facilities that transported hydrogen sulphide had to meet strict quality assurance conditions.

The present article analyzes how the guiding principles of seven cooperative media are formulated and explores whether they transmit a clear idea of their value proposition. It observes whether they are accurate and transparent, if they specify information on media values, organizational structure, the business of the news, and stakeholders. For this purpose, cooperative enterprise statutes have been examined along with the internal regulations, the webpage information of the media analyzed, the codes of ethics, and the financing systems. The article concludes that the cooperative principles promoted by the International Cooperative Alliance (ICA) are the basis for the guiding principles for the media’s profile, safeguarding their autonomy and fomenting a value proposition in which the integrated relationship with stakeholders is key, enhancing the principles of solidarity and subsidiarity.

Andalib Ardakani, D., Rostami, K. (2017). Teleworking and improving organizational performance. Business Management Explorations, 8 (16), 159-141. [ In Persian]. Babaei Zakliki, M., Hassanzadeh, H., Alvani, M., Zarei M., Rastegar, A. (2015), Designing an efficient implementation model of performance management system in service organizations. Public Management Research, 8(28), pp. 31-35. [In Persian]. Bennett, E. E., & McWhorter, R. R. (2021). Virtual HRD’s Role in Crisis and the Post Covid-19 Professional Lifeworld: Accelerating Skills for Digital Transformation. Advances in Developing Human Resources, 23(1), 5–25. Bieńkowska A, Koszela A, Sałamacha A, Tworek K (2022) COVID-19 oriented HRM strategies influence on job and organizational performance through job-related attitudes. PLoS ONE 17(4): 266-364 Carr, N. (2003). IT doesn't matter. Harvard business review. Retrieved from https://hbr. org/2003/05/it-doesnt-matter. Carr, N.G., 2003b. IT doesn’t matter. Harv. Bus. Rev. 81 (5), 41–49. Charles C., Øystein Devik F., and Arthur M. (2017). Designing the digital organization. Journal of Organization Design, 6.1, 7. ‏ DeFilippis, E., Impink, S.M., Singell, M. (2022). The impact of COVID-19 on digital communication patterns. Humanit Soc Sci Commun 9, 180. Drobyazko, Svetlana;Barwińska-Małajowicz, Anna;Ślusarczyk, Bogusław: Zavidna, Liudmyla;Danylovych-Kropyvnytska, Marta (2019). Innovative entrepreneurship models in the management system of enterprise. Journal of Entrepreneurship Education, 22(4),1-6. Dubey, R., Gunasekaran, A., Childe, S.J., Roubaud, D., Fosso Wamba, S., Giannakis, M.)2019(, Examining the effect of external pressures and organizational culture on shaping performance measurement systems (PMS) for sustainability benchmarking: Some empirical findings. International Journal of Production Economics. Duerr, S., Holotiuk, F., Beimborn, D., Wagner, H., Weitzel, T., (2018). What is digital organizationalculture? insights from exploratory case studies. Proceedings of the 51st Hawaii International Conference on System Sciences. Ebersberger, B., & Kuckertz, A. (2021). Hop to it! The impact of organization type on innovation response time to the COVID-19 crisis. Journal of Business Research, 124, 126-135 Engidaw, A.E. (2022). Small businesses and their challenges during COVID-19 pandemic in developing countries: in the case of Ethiopia. J Innov Entrep 11, 1. Fani, Jalali, Vahabzadeh, Shadan. (2021). Provide a strategic model of web-based analysis to measure the performance and optimization of digital marketing of web companies. Journal of Strategic Management Research. [ In Persian]. Filimonau, V., Derqui, B., & Matute, J. (2020). The COVID-19 pandemic and organisational commitment of senior hotel managers. International Journal of Hospitality Management, 91, 102659. Kontić, L., & Vidicki, Đ. (2018). Strategy for digital organization: Testing a measurement tool for digital transformation. Strategic Management, 23(1), 29-35. ‏ Kontić, L., & Vidicki, Đ. (2018). Strategy for digital organization: Testing a measurement tool for digital transformation. Strategic Management, 23(1), 29-35. ‏ Koushki Jahromi, A. (2021). Identifying the competencies of human resource managers to succeed in the corona crisis with a digital business approach. Journal of Resource Management in Law Enforcement, 9 (1), 207-238. [in Persian] Lee, J. (2001). A Grounded Theory: Integration and Internalization in ERP Adoption and Use. Unpublishe Doctoral Dissertation. University of Nebreska, In Proquest UMI Database. Martínez-Caro, E., Cegarra-Navarro, J. G., & Alfonso-Ruiz, F. J. (2020). Digital technologies and firm performance: The role of digital organizational culture. Technological Forecasting and Social Change, 154(C). ‏ Martínez-Caro, E., Cegarra-Navarro, J. G., & Alfonso-Ruiz, F. J. (2020). Digital technologies and firm performance: The role of digital organizational culture. Technological Forecasting and Social Change, 154(C). ‏ Napitupulu, D., Syafrullah, M., Rahim, R., Abdullah, D. and Setiawan, M.I. (2018). Analysis of user readiness toward ICT usage at small medium enterprise in South Tangerang. Journal of Physics: Conference Series, 1007 (1), 328-53. Nazimi, Y., Teymournejad, K., Daneshfard, K. (2021). Explaining the human resource performance management model with the digital age approach. Quarterly Journal of Urban and Regional Development Planning, 6 (18), 165-191. [in Persian] Nouri, Shah Hosseini, Shami Zanjani, Abedin, Babak. (1398). Designing a conceptual framework for digital transformation leadership in Iranian organizations. Management and Planning in Educational Systems, 12 (2), 242-211. [In Persian]. Nozari, Hamed, Sadeghi, Mohammad Ibrahim, Manjumzadeh, Seyed Saeed. (1399). Identify the challenges facing the telecommuting plan and provide solutions for its effective implementation - a case study of the Ministry of Industry, Mines and Trade. Innovation Management and Operational Strategies, 1 (2), 171-186. [ In Persian]. Nwankpa, J. K., & Datta, P. (2017). Balancing exploration and exploitation of IT resources: the influence of Digital Business Intensity on perceived organizational performance. European Journal of Information Systems, 26(5), 469-488 Pishnamazzadeh, M., Sepehri, M. M., & Ostadi, B. (2020). An Assessment Model for Hospital Resilience according to the Simultaneous Consideration of Key Performance Indicators: A System Dynamics Approach. Perioperative Care and Operating Room Management, 20, 100118. Qaidar, Yasman, Shami Zanjani. (2021). Pattern of factors affecting the formation of employees' digital experience. Journal of Human Resources Studies, 10 (3), 50-23. [In Persian]. 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Introduction: The creation and development of smart cities require creating a suitable platform, infrastructure, and capacity for the sharing and using capital and knowledge assets, including data, information, and knowledge produced by citizens, the government, and various organizations in all fields. One of the main problems and obstacles to the creation and development of smart cities is that knowledge assets of different types are distributed in different sectors or even in different regions related to stakeholders, as well as their systems and the purpose of using them. These are important ethical issues that need to be addressed by stakeholders/trustees in smart cities. The current state of active information and knowledge centers in the country, related to sharing knowledge assets, has created obstacles to the smart transformation and smartening of the above centers in data-oriented and knowledge-based smart cities. The present study, while pointing to the need for inter-organizational knowledge-sharing in smartening socio-cultural organizations, including information and knowledge centers, seeks to state the problems as the factors affecting the current state of inter-organizational knowledge sharing and the importance of identifying the underlying factors, steps, processes, methods and tools and ultimately the consequences in above centers in the context of smart cities. Methodology: The present applied study has been compiled with an analytical review approach using the documentary-library method based on the literature review and related texts in the fields of knowledge management, smart cities, and cultural development of these intelligent cities focusing on cultural institutions providing information and knowledge. In the present study, by using the documentary method, after explaining the position of information and knowledge organizations and centers in the smart city on the one hand and the necessity of inter-organizational knowledge sharing in the smart city; on the other hand, the need for inter-organizational knowledge sharing in the smartening up information and knowledge organizations and centers has been discussed. Findings: Sharing inter-organizational knowledge and knowledge capital are the key issues in the creation and development of smart cities. Socio-cultural organizations, as the providers of information and knowledge, have an important role in the cultural development of smart cities in dimensions of people and smart life, although there is no effective interaction and coordination between these organizations, their resources, and actions. Under the management and sharing of existing assets between these organizations, re-employment in the production and use of data, information and knowledge are prevented by various organizations, reducing the costs and the ability to share knowledge assets is effectively utilized in terms of planning, decision-making, and smartening services. Conclusion: Smart cities will be the result of interactions between citizens, organizations, and urban functions using data, information, knowledge, and information and communication technologies. As a result, it is necessary for all the organizations that are the source of providing services to citizens in certain areas in the city, based on a series of common data, information, and knowledge and at a common point, to make their decisions and only the result of the works of several organizations should be presented to the main beneficiaries or citizens. In this regard, smart cities as new urban ecosystems using open data, information, and knowledge as well as innovation system will lead to the integration of digital information and communication technologies, knowledge assets, and, consequently, increased responsiveness to citizens and improved quality of life. On the other hand, the ultimate goal of the smart city is to provide smart services in all areas related to urban life. Activities in the field of information and knowledge are associated with significant changes in the social and cultural structure of life and intelligent citizens and open a new arena for policymakers, including cultural organizations such as information and knowledge organizations.

Television has been dominating the Russian media system with large audiences and attracting the major advertisers in recent decades. The digital transformation as an inevitable process affects all media companies, advertising market and media regulation. That is why the transformation of the traditional broadcasting is of particular interest of the researchers. The aim of this paper is to understand how the process of digitalization influenced the business strategies of the main television companies in Russia. Based on the eight in-depth inter views conducted with the top managers of the TV companies the authors came to the conclusion that the development of digital strategies is a priority for most television companies, but the processes are very slow and their understanding is still at a low level.

Entrepreneurship is a complex, dynamic and multidimensional phenomenon that transforms spaces and territories. The effects of this process on economic and social dynamics are increasingly evident in the Cuban context. However, there has not been a thorough examination of cultural undertakings, in their relationship with institutions, and in their profoundly transforming role. Therefore, the objective of this article is to theoretically explore the topic of the cultural entrepreneurship, as a factor of territorial reconfiguration, as well as to lay the foundations on future research and conceptualizations on the subject. This article highlights the benefits of the articulated management between institutions and entrepreneurs in the field of arts and culture, the importance of the spatial approach in studies on the subject, and the relevance to highlight the creativity and heterogeneity of the cultural entrepreneurs. The article contributes in a reflexive way to a theoretical and methodological approach to cultural entrepreneurship and the territorial synergies that take place in the process of artistic and cultural creation from the Cuban perspective.

This research explores how legacy media institutions can facilitate an environment where innovation is possible. Using media innovation and the dynamic capabilities theoretical framework, the research looks at the specific case of the Al Jazeera media network, a pre-eminent broadcaster in the Middle East. The paper uses the case-study approach combined with personal interviews with media professionals and experts to understand the way innovation unfolds for a legacy media institution. While media transformation and innovation research is predominantly located in the western world, this research provides an empirical perspective from the global south. It finds in resource management and corporate adaptability the mechanisms of innovation adopted by Al Jazeera, and these mechanisms are not specific to the global south.

Defining what it takes to act entrepreneurially is fundamental to identify what competences shall be nurtured to cultivate the entrepreneurial capacity of European citizens and organisations. The Joint Research Centre and Directorate General for Employment, Social Affairs and Inclusion of the European Commission have developed a Reference Framework, turning a very broad definition of entrepreneurship into learning outcomes that facilitate the promotion of entrepreneurial learning across sectors.

The main ethical challenges that arise for Information Sciences (with the daily use in different areas of Big Data applications) are not about the reliability of its professionals to carry out tasks in the organization area in an impartial way or about the obligation to train themselves technologically in the area of Data Science. The most important problems are related to the concept of moral responsibility, especially from a metaethical perspective, in line with the reflection of the implementation of technology with respect to human autonomy. In this paper it is stated that the challenges of Big Data go beyond the individual spectrum of responsibility of a professional in Information Sciences (specifically, due to the negative social consequences), so that the changes brought about by massive data sets are essentially problems of a group ethics, so they require approaches from the theoretical postulates of these disciplines. In addition to this, the moral challenges in dealing with Big Data are usually approached from applied ethics (such as information ethics), but in this article it will be approached as a problem of metaethics and normative ethics (as a foundation for its application in professional codes), and also from some ideas of digital hermeneutics and the philosophy of technology.

Objective: An understanding of when one or more external factors may influence the evolution of innovation tracking indices (such as US patent and trademark applications (PTA)) is an important aspect of examining economic progress/regress. Using exploratory statistics, the analysis uses a novel tool to leverage the long-range dependency (LRD) intrinsic to PTA to resolve when such factor(s) may have caused significant disruptions in the evolution of the indices, and thus give insight into substantive economic growth dynamics. Approach: This paper explores the use of the Chronological Hurst Exponent (CHE) to explore the LRD using overlapping time windows to quantify long-memory dynamics in the monthly PTA time-series spanning 1977 to 2016. Results/Discussion: The CHE is found to increase in a clear S-curve pattern, achieving persistence (H~1) from non-persistence (H~0.5). For patents, the inflection occurred over a span of 10 years (1980-1990), while it was much sharper (3 years) for trademarks (1977-1980). Conclusions/Originality/Value: This analysis suggests (in part) that the rapid augmentation in R&D expenditure and the introduction of the various patent directed policy acts (e.g., Bayh-Dole, Stevenson-Wydler) are the key impetuses behind persistency, latent in PTA. The post-1990’s exogenic factors seem to be simply maintaining the high degree and consistency of the persistency metric. These findings suggest investigators should consider latent persistency when using these data and the CHE may be an important tool to investigate the impact of substantive exogenous variables on growth dynamics.

One of the essential duties of the Human Resources department is personnel selection. It is a critical task for any organization that wants to use the human factor to gain a competitive advantage. As a result, Human Resources plays a critical function in the organization as it sparks the effective growth of all activities and departments and attaining organizational goals. Therefore, investing in people and technical innovation can ensure a competitive advantage. In this work, we overview the current state-of-the-art approaches to talent recruiting, education, and training. The rationale behind this overview is to shed light on how to make people ready to meet market demands or implement new management models based on Big Data and AI that foster a company-wide culture of innovation and development.