Over the past decade, the Institute of Network Cultures has led several applied research projects about new (digital) publishing models: the Hybrid Publishing Toolkit, Urgent Publishing and Going Hybrid. Time and again, publishers, designers, coders, authors, and readers bring up the same problem: the ‘book publishing industry’ fails to fulfill the promise of a rich multi-media reading experience in the digital era. Many digital tools for publishing experiments remain marginal, while traditional publishers and big tech platforms shy away from new formats. Audio and video integration — technically possible for a good three decades — is all but absent. Book sales keep decreasing. Young people read less and less, both online and offline. All in all, it becomes increasingly harder to sustain indy and experimental publishing practices while the regressive gap between so-called real paper books and the ‘virtual’ social media swiping keeps growing. Gutenberg the Second, where are you now that we need you?
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Urgent publishing pertains both to timeliness and relevance. What strategies are available to publishers in the cultural and research domains to conceive, produce, and position their contents in an urgent way? Revolving around the key notions of relations, trust, and remediation, Here and Now? Explorations in Urgent Publishing presents methods and prototypes that counter the contemporary speedy information sphere in new and different ways. It develops a situated account of hybrid publishing, where authors, editors, publishers, designers, and readers operate together.
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Welcome to the fourth special issue of the Pervasive Labour Union zine, Urgent Publishing Debris. In May 2019, the Making Public: Urgent Publishing Conference took place. Among others, it asked the following questions:-"How to realize sustainable, high-quality alternatives within this domain of post-digital publishing?"-"How can designers, developers, artists, writers and publishers intervene in the public debate and counter misinformation in a meaningful and relevant way?"-"What are new publishing strategies for our current media landscape?"-"How to design for urgency without succumbing to an accelerated hype cycle?"The presentations, debates and conversations have all been officially documented in blogposts on the Institute of Network Cultures website, videos and pictures. But what about the notes, the pictures, the recordings and the tweets of the conference's visitors? What do they have to tell us about how each person experienced the conference? This special issue aims to provide new readings of the event by creating remixes of the official archival sources with the 'unofficial' debris circulating around it.In order to facilitate the navigation between articles, making connections visible where they might have only been implicit, the editors have decided to define eleven overarching topics (Social/Community, Activism, Post-truth, New forms, Authorship/Makers, Speed, Positioning, Locality, Relationality, Authoritarianism, Parasite). Each of the topics was attributed a colour and the source material is highlighted accordingly.Furthermore, each remix has a dispersed editors' note, wherein each editor reflects in more detail on the program, how it connects to the conference's topic and how it might answer any of the aforementioned questions.
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Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
