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The current library outsourcing debate began in 1993 when Wright State University completely outsourced its cataloging operation. It reached a new high in 1995 when the Hawaii State Public Library System decided to outsource its selection, cataloging, and processing functions to Baker & Taylor, its online journals to Information Access Company, and its automation to Ameritech. A steady stream of articles and a handful of books, covering theoretical and ethical issues, as well as the practical aspects of outsourcing, have appeared in the last decade. This bibliography addresses the broad issues of outsourcing, especially in academic libraries. Outsourcing of public, special, and federal libraries is covered only tangentially. The list is divided into four sections: books on outsourcing in libraries; general articles on the history, theory, and impact of outsourcing on libraries and librarianship; opinion pieces; and articles that relate to individual libraries’ experiences with outsourcing.

The OCLC Users Council met on October 10–12, 1993, in Dublin, Ohio, as the first meeting of the new fiscal year. “The Bibliographic Commons and Beyond: Electronic Publishing and Knowledge Management” is the theme for the 1993–94 Users Council. “Preserving the Bibliographic Commons” was the focus of the fall meeting.

Librarians today are facing increasing demands for services and stable or declining levels of fiscal and human resources. To survive in an environment of escalating expectations, libraries are looking for new answers as to how they can become more nimble and develop effective strategies and practical solutions. This paper explores two interconnected approaches to solve the riddle[1]. The first approach is to control client expectations by developing and articulating a comprehensive client services program. The second approach is for libraries to work through library consortia not only to expand access to print and electronic collections, but also to develop new services.

The Office of Information Services (OIS) at the National Institute of Standards and Technology (NIST) is undergoing a major organizational transition to function as a cohesive unit under the concept of the knowledge continuum. The concept is based on the premise that the processes which contribute to the creation of new knowledge in the research environment form part of a continuum which has no beginning and no end. Thus, it concludes that the knowledge continuum is best served by an organizational structure which extends its contribution and role in the scholarly process of research to produce and disseminate results which benefit scholarly communication. The knowledge continuum assesses the various elements that contribute to scholarly communication and seeks to provide a continuum of support services whereby the identification, absorption, utilization, and manipulation of existing knowledge merge with the organization, creation, and dissemination of new knowledge. This case study analyzes the application of the concept of the knowledge continuum, through the use of Internet technology, and the resulting organizational implications and conclusions.

The California State University System (CSU) utilizes a cooperative buying program to provide a wide range of electronic resources at the lowest negotiable prices. The System’s Electronic Access to Information Committee (EAR) surveys campus needs, identifies and reviews resources, and makes recommendations for purchase. The CSU Software and Electronic Information Resources Office arranges product demonstrations and negotiates contracts. This paper reviews the history and operations of EAR and SEIR, the Principles for the Acquisition of Electronic Information Resources, and the Criteria and Recommendations for an Initial Core Collection. The advantages, disadvantages, and future of this approach will also be considered.