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This article applies the economic model of interlibrary loan and library journal subscriptions developed by Kingma in 1996 to data from the Library for Natural Sciences…
This article applies the economic model of interlibrary loan and library journal subscriptions developed by Kingma in 1996 to data from the Library for Natural Sciences, Russian Academy of Sciences. The model shows whether a library journal subscription or providing access to journal articles by interlibrary loan is more cost‐effective. The cost of international interlibrary loan including document delivery and the journal subscription policies to foreign periodicals existing in a large academic library in Russia are examined. Results are similar to the results found in the Kingma study of the Library Centres for the State University of New York. The most cost‐effective way to provide access to scientific journal articles within Russia is to provide additional funding for international interlibrary loan rather than increasing the number of journal subscriptions.
This paper is part of a larger study on the market for scholarly journals in mathematics. This paper describes the current market trends for mathematics journals, the pricing of electronic journals, and examines electronic publishing alternatives for independent journal publishers in mathematics. Independent journal publishers can either produce an electronic journal in‐house or use the services of Highwire Press, Catchword, or Project MUSE. This paper examines these alternatives and their pricing models.
In the Spring 1992 issue of Reference Services Review, Douglas Ernest, Joan Beam, and Jennifer Monath noted that “Telephone directories have been an integral part of most…
In the Spring 1992 issue of Reference Services Review, Douglas Ernest, Joan Beam, and Jennifer Monath noted that “Telephone directories have been an integral part of most public and academic libraries for nearly a century. Telephone directories represent an anomaly among library collections; known to virtually all users, they nevertheless often go unrecognized when librarians discuss reference sources.” After the break‐up of the AT&T telephone monopoly in 1984, the process of acquiring telephone directories became more difficult and expensive. Seven regional holding companies, called the “Baby Bells,” were created to provide competition for the equipment and services that were once dominated by “Ma Bell.” The regional Bell companies began to charge each other for directories; as a result, the regional telephone companies had to pass on the expense to customers. It is still common for a regional Bell to provide libraries with directories of in‐state white pages, but to charge for areas outside the state, separate yellow pages within the state, and independently published telephone directories. Telephone directories, once provided free of charge to libraries to reduce the workload of operators, are now in competition with the fee‐based service of directory assistance.
This chapter examines the key characteristics of success of the university-wide entrepreneurial ecosystem at Syracuse University. From 2007 to 2012, Syracuse University…
This chapter examines the key characteristics of success of the university-wide entrepreneurial ecosystem at Syracuse University. From 2007 to 2012, Syracuse University developed an academic signature in entrepreneurship, innovation, and community engagement resulting from 165 programs that linked the campus and the community. Nine critical factors of success for individual programs were observed. This chapter provides recommendations for establishing an experientially focused university-wide entrepreneurship education program and suggestions on mistakes to avoid.
In 2004 and 2007, the Kauffman Foundation awarded 18 universities and colleges $3–5 million dollars each to develop radiant model entrepreneurship education programs and…
In 2004 and 2007, the Kauffman Foundation awarded 18 universities and colleges $3–5 million dollars each to develop radiant model entrepreneurship education programs and campus-wide entrepreneurial ecosystems. Grant recipients were required to have a senior level administrator to oversee the program who reported to the Provost, President, or Chancellor. Award recipients included Syracuse University (2007) and the University of Rochester (2004). Cornell was not a Kauffman campus. This chapter explores three case studies in the radiant model of university-wide entrepreneurship education as deployed at Cornell University, The University of Rochester, and Syracuse University. The authors examine the history, accelerators, and challenges of the radiant model of university-wide entrepreneurship education.