Mineral Magnetism provides essential details of the magnetic structure and magnetic properties of terrestrial rock-forming magnetic minerals. Such knowledge underpins mineral magnetic interpretations in diverse applications in the Earth, planetary, environmental, archaeological, biological, materials, and biomedical sciences. This systematic treatment points to knowledge gaps to advocate for concerted effort to fill these gaps. Here, I summarize the state of knowledge outlined in Chapters 5–14 of Mineral Magnetism. Magnetic knowledge for the ‘big five’ magnetic iron oxide minerals is reasonable, with magnetite leading the way, although gaps exist for most minerals. Five other major magnetic minerals (Al-hematite, goethite, 4C and 3C pyrrhotite, and greigite) are much less well characterized than the ‘big five’ iron oxides; much important work remains to be done for each mineral. Little systematic magnetic property information exists for further ‘minor’ magnetic minerals and other oxide spinels. This summary is provided to motivate researchers to conduct new work to fill these gaps and continue to underpin the diverse applications to which mineral magnetism contributes.

In the ‘future of work’ in particular and organizations more generally, the future is a ubiquitous companion and serves as a key point of orientation for actions. However, at the same time, the future is elusive, as its open-endedness undermines attempts to fully predict and ‘manage’, but also examine this temporal mode. In response to the intricate challenge of exploring the role of the future in organizations, we argue that practice theory can help us gain a deeper understanding of how organizational actors engage with the future. By revisiting key principles of practice theory and their relationships with time and the future, we propose to explore ‘future work’, i.e., the situationally enacted, performative, heterogeneous, and relationally entwined bundle of practices through which organizational actors engage with events that are to come. We conclude by discussing the implications of gaining a practice-based understanding of the future in organizations and suggest avenues for future research.

The conclusion sums up the findings of the study and suggests new directions for future research.

This chapter examines the formidable challenges that remain in transparency research, not least due to the rapid evolution of technology. This chapter highlights four areas of challenges: methodological challenges that call for new methods for transparency research; open research questions related to existing systems; research questions related to new and emerging systems such as the internet of things; and challenges related to systems that are pervasively embedded into real-world systems and infrastructure, such as smart cites.