This collection provides the first comprehensive account of eResearch and the new empiricism as they are transforming the field of Australian literary studies in the twenty-first century.

This interdisciplinary book explores how CO2 can become a resource instead of a waste and, as such, be a tool to meet one of the grandest challenges humanity is facing: climate change. Drawing on a Norwegian narrative that has significance for a global audience, Øyvind Stokke and Elin Oftedal introduce in-depth, multi-perspective analyses of a sustainable innovation research experiment in industrial carbon capture and utilisation technologies. Building on extensive literature within marine sciences, sustainability research, and environmental philosophy and ethics, this book documents how a misplaced resource like CO2 can become valuable within a circular economy in its own right, while at the same time meeting the challenge of food security in a world where food production is increasingly under pressure. The book is diverse in scope and includes chapters on how to reduce the environmental footprint of aquaculture by replacing wild fish and soy from the Amazon, how to optimise the monitoring of aquatic environments via smart technologies, and how to replace materials otherwise sourced from natural environments. The authors also analyse the pivotal role of the university in driving innovation and entrepreneurship, the pitfalls of different carbon technologies, and explore how the link between petroleum dependence and CO2 emissions has been addressed in Norway specifically. Making CO2 a Resource will be of great interest to students and scholars of climate change, environmental ethics, environmental philosophy, sustainable business and innovation, and sustainable development more broadly.

How comprehensive activity-based models can help university leaders and faculty reshape their institutions through better resource management. Resources in higher education steer colleges and universities both strategically and tactically. They drive incentives and accountability for faculty and staff while providing academics with the infrastructure they need in order to perform effectively. But while American colleges and universities remain the gold standard for worldwide higher education, Resource Management for Colleges and Universities argues that their decision-making cultures and business models are beset by serious flaws. In this audacious book, William F. Massy writes that resource allocation in colleges and universities needs to become more responsive to academic mission, marketplace realities, and the requirements of financial sustainability. Such improvement is needed, he asserts, because few institutions currently have the evidence, know-how, and cultural capacity to take advantage of modern information systems and models. Luckily, today's academic resourcing models enable academic leaders and faculty to close the gaps and do a significantly better job of controlling costs and improving academic performance. Massy describes three kinds of contemporary, comprehensive AR models: internal economic, external economic, and mission-market-margin. He explains how these models, if used correctly, support mission-critical academic decisions and reveals why they are game-changers for college and university management. Describing how real universities are using these models to understand their teaching and research revenues and costs and to predict changes needed in budget planning, Massy also provides numerous insights about how academic organizations function and how they can be induced to adopt needed changes. Building on Reengineering the University, Massy's earlier book, Resource Management for Colleges and Universities will provide readers with the wherewithal, and the motivation, to fundamentally transform their institutions.