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Introduction This account breaks with normal VINE practice in that it combines both general product description with an account of an installation. Though the Geac…
Introduction This account breaks with normal VINE practice in that it combines both general product description with an account of an installation. Though the Geac Acquistions Module is not a newcomer to the library market place [Somerset has been using it for more than a year now], it has not yet been described in VINE and, given Geac's established role in library automation, it is time it was mentioned. Since there are sites live, it is also sensible to go for the more objective approach and look at the system in practice. However, the system sets out to be very comprehensive, trying to cater for, if not all eventualities and combinations of circumstances, at least a wide range of practices which any one user is unlikely to implement in full. Therefore, a hybrid approach has been adopted, with the Aston system described where feasible but with reference to other features which Aston does not yet use such as the serials handling subsystem.
In recent times there has been an explosion in the number and value of mergers and acquisitions. The pressing question that is argued by both managers and academicians…
In recent times there has been an explosion in the number and value of mergers and acquisitions. The pressing question that is argued by both managers and academicians relates to the performance of these high value decisions. This paper examines the literature relating to the performance of mergers and acquistions with a view to throwing some light on the question. Criticisms of the existing literature are provided, as also are specific recommendations for future research such as including more longitudinal instead of cross‐sectional studies.
The year saw not only a sustained rise in total demand, by 3.5% to 2,871,000 requests but also marked the peak annual demand recorded. Both UK and foreign demand increased, the latter more than the former (1.6% and 11% respectively). Demand on the UK Urgent Action Service, a telephone request service for urgent requests, grew rapidly. The Division's Monograph Acquistions and Records System (MARS) expanded to 165,000 stock records. The Keyword Index to Serial Titles also grew both in size and coverage. The aquisitions programme was maintained despite unfavourable exchange rates. On‐line cataloguing of newly‐acquired books began early in 1984. Access to ‘grey literature’ was improved by the mounting of the System for Information on Grey Literature in Europe (SIGLE) database on BLAISE. A review of the Division's conservation and binding policies provided useful changes. The mini‐computer which processes all ART (Automatic Request Transmission) requests was linked to the British Telecom Packet Switch Stream network (PSS); 29% of all requests are now received by some form of automated means. Retrospective searches performed by MEDLARS increased markedly. A BL interdivisional Publications Sales Unit was set up at Boston Spa and the publications programme continued to be profitable. The Division continued discussions with publishers on electronic storage and document delivery. The latter part of the year saw the production of a divisonal plan as part of a wider British Library Strategic Plan.
The purpose of this report is to provide information about the accrual method of Financial accounting for non‐profit organizations, to explain who uses the accrual method…
The purpose of this report is to provide information about the accrual method of Financial accounting for non‐profit organizations, to explain who uses the accrual method and why, and to determine if it poses a problem in managing the business of library acquisitions. This report is in response to concerns raised by acquisitions librarians regarding the uses and interpretations of accrual accounting methods at some institutions. In addition, it includes discussions of the possible ramifications accrual accounting methods can have on the process of acquiring selected library materials, such as serials and standing orders.
Mergers and acquisitions are widely recognized as a fast‐track to organizational growth, increased profitability and greater market share. They seem to offer easy gains without the pain of lengthy sales drives or costly R&D programs. However, several recent studies have found that around half the mergers analyzed had negative impacts on share values. In the rush to merge, companies conveniently ignore high merger failure rates when the mistakes of others could be the starting point for their own success.