Information is valuable and the cost of disseminating information is tending to zero. But realizing the value of information by getting it to the right place at the right time requires sharing and exchanging it. Its societal value is unleashed by networks of communication. Communication networks can be small or large technical systems that connect different types of devices to one another. The power of modern communication networks is amplified by their capacity to expand in a decentralized fashion. In network markets, firms need to decide about the architectural openness of their products and how to design the interfaces that facilitate connections. This chapter is focused on such network strategies.

Chapter 14 discusses what it means to “know” a word and how learners can grow their vocabulary while learning a new language. Incidental and intentional vocabulary learning are defined as authors make connections to the ways in which teachers can support their classes. In addition, individual differences that have been found to impact vocabulary learning are presented, along with comprehension strategies for readers to try out.

The increasing penetration of information and communication technologies in the economy enabled the emergence of digital business practices in a wide range of industries. The digitization of information products, service processes, product information, and pricing altered the functioning of the markets. Once products and processes are digital, communication technologies facilitate the instantaneous exchange of the information. This immediate availability of product and service information and pricing enhances competition: digital networks can accelerate and even automate product and price comparison, making consumers more powerful in the marketplace. This chapter focuses on the economics of digital information products and implications for strategy.

The economic impact of innovations depends on their technological characteristics and the market and organizational contexts in which they are adopted. In this chapter we focus on the market impact of innovations in terms of whether they tend to sustain or disrupt existing business models. Disruptive innovations usually cause rather extreme amounts of market uncertainty. Incumbent and entrant firms tend to have different capacities to address disruptive innovation opportunities. In particular, large and established customers of major incumbents tend not to prefer the disruptive value proposition, and, as a result, the return on investment in disruptive innovations appears to be lower than in the case of sustaining innovations.

Chapter 5 examines the type of language learning strategies learners’ might naturally use in the language classroom and the common characteristics of the most effective learning strategies that have been identified in recent research. Strategies differ by communicative method, and examples of each are included throughout the chapter. In addition, authors discuss how strategy-based instruction may work with learners of different ages and proficiency levels.

Social work stands for the values of humanity. Such a statement would go unchallenged by social workers throughout the world. Yet in this chapter we consider the values of humanity in some detail, recognising that they are both complex and contested, and that humanity is not to be idealised but can be brutally destructive. In pursuing this discussion, we show how a deeper and wider exploration of humanity can be an important source of inspiration for creative social work and can enhance social work’s advocacy of the values of humanity in the contemporary context, where much that seemed to be settled has become unsettled and where people often feel less like rational decision-making beings optimising their wellbeing and more isolated, bewildered and uncertain in a world of paradox and confusion.

Chapter 21 concludes with a discussion of the ways in which professional development opportunities can contribute to bridging the gap between theory and practice in language learning. The authors present individual and collaborative practices, as well as internal and external experiences that educators may seek out to deepen their conceptual understanding and practical skills.

Colonisation and colonialism have denied legitimacy to the Indigenous world views and ways of knowing and being described in Chapter 4. In this chapter, we turn our gaze on the coloniser and consider the influence of colonial cultures and the ways in which they need to change so that other ways of knowing and being can flourish. We start our discussion with an example of the unacknowledged nature of colonialism in modern Australian society. We then argue that decolonisation is essential, not only for social work with Indigenous or culturally diverse populations but for all social work practice.

Chapter 2 focuses on how and why target language input is important for language learners. Authors discuss several different types of input and how it has been found to contribute to second language development. Research-backed approaches for integrating more target language into classrooms of all languages, levels, and ages are presented for teachers to implement in their lessons.

This case study explores Uber and the sharing economy. Uber characterized itself as a technology platform that used a massive network, operational excellence, and product expertise to power mobility. By 2021, Uber was a multisided platform whose services included rides (Mobility), food delivery (Eats), and freight logistics (Freight). Accordingly, riders, eaters,merchants, delivery people, mobility drivers, shippers, and carriers constituted the sides of the platform. Its distinct capabilities included marketplace, routing, and payment technologies. In particular, the marketplace embedded proprietary demand prediction, matching, dispatching, and pricing technologies. In 2019, before the global pandemic, Uber facilitated almost 7 billion trips for 111 million monthly active platform consumers (riders and eaters), generating $65 billion in gross bookings and $13 billion in company revenue from trip commissions. Despite a healthy 20–30 percent annual revenue growth, the company posted a net loss of $8.5 billion. By 2021, Uber had not yet had a year where its revenue exceeded its cost of operations. The case discusses the reasons for the poor financial performance and the prospects for reaching profitability in the future.