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This chapter traces the history of digital libraries (DLs) in the United States through the funding sources that have supported DL research and development over the past decade and a half. A set of related questions are addressed: How have the mission and goals of funding agencies affected the types of projects that have been funded? What have been the deliverables from funded projects and how have the goals of the funding agencies shaped those deliverables? Funding agencies have exerted strong influence over research and development in DLs, and different funding agencies have funded different types of projects, with varying sets of concerns for driving the various fields that feed into DLs. This chapter will address the impact that DL funding has had on the development of research in the field of Library and Information Science, as well as on the practice of librarianship.

To provide an in-depth survey and review of innovation in library and information services (LIS) and to identify future trends in innovative research and its practical application in the field.

An in-depth review and summation of relevant literature over the last twenty years, along with an analysis and summary of the other papers in the volume.

Innovation in library and information work varies between the evolutionary and the discontinuous. A taxonomy of innovatory approaches to development and provision in the sector is provided, along with a detailed listing of the key elements of successful and not-so-successful innovative practice.

The work is dependent on existing literature rather than direct empirical work. However, because it draws together all major aspects of the topic, it has the potential to be used as a springboard for further generic studies and also specific programmes of work.

The need for innovation in LIS will be ever more pressing. The present chapter provides a necessary and rigorous overview of the necessary elements required for success in this area. It will be useful as a reference tool for intending researchers in library and information provision in a wide range of environments.

Because the chapter brings together a substantial body of information on the topic of innovation, it provides a comprehensive study of major developments and likely future trends in the field.

Digital libraries (DLs) are currently in place or being developed for a variety of educational applications. These resources offer support for instructional innovation, traditional curricula, and equitable access to learning resources. Yet, the carrot of instructional innovation is often overwhelmed by the stick of conflicting educational policy priorities. This chapter will define and situate the term “educational digital libraries,” and discuss the ways in which sustained use through school libraries and lessons learned from exemplary projects can transform the contemporary educational policy, reform, and learning landscape.

Because of online digital resources, academic libraries no longer need to spend as much time and energy organizing their own collections as they used to. They now have an opportunity to pivot their expertise in organizing information outward. “Inside-out” library services can include support for special collections, digital scholarship, scholarly communication, and data management. A key characteristic of such services is that an academic library takes on broader information management challenges at their college or university. This chapter will examine what it takes to build successful inside-out library services by looking at their cost, how well they complement existing library expertise and culture, and their impact on teaching, research, and the wider community.

On August 26, 1971, OCLC introduced the online union catalog and shared cataloging system. During the 1970s, OCLC focused its efforts on creating and expanding the online cataloging system and telecommunications network. It added an online interlibrary loan system in 1979. In the 1980s, OCLC began adapting distributed computing and microcomputing technologies as its product and service lines expanded to some 60 offerings. The organization also began looking at ways to move beyond bibliography by furnishing information not only to library staffs, but also to library patrons. In the 1990s, OCLC launched a new core business in reference services. (Smith, 1998, pp. 251–252). Now, in the 21st century, OCLC is introducing tools, services and infrastructure to manage the life cycle of digital content in libraries.

Purpose – Changes in the environment – political, economic, social, educational and technological – have demanded changes in many areas of work, most particularly in the roles and tasks of those involved in the preservation and transmission of cultural heritage, and interpersonal information intervention. Sending, storing and receiving digital information are commonplace activities, and now formally constructed digital libraries constitute an important component of this virtual information environment. Similar to traditional physical libraries, digital libraries are constructed for particular purposes, to serve particular clienteles or to collect and provide access to selected information resources (whether text documents or artefacts). Information intermediaries – or digital librarians – in this transformed information environment must learn new skills, play different roles and possess a new suite of competencies.

Design, methodology and approach – Myburgh and Tammaro have, for several years, examined the new knowledge, skills and competencies that are now demanded, in order to design and test a curriculum for digital librarians which has found expression in the Erasmus Mundus Master's in Digital Library Learning (DILL), now in its sixth year.

Findings – The chief objective of the Digital library program is to prepare information intermediaries for effective contribution to their particular communities and societies, in order to assist present and future generations of digital natives to negotiate the digital information environment effectively. This includes, for example, the necessity for digital librarians to be able to teach cultural competency, critical information literacies and knowledge value mapping, as well as understanding the new standards and formats that are still being developed in order to capture, store, describe, locate and preserve digital materials.

Research limitations – In this chapter, we propose describing the work we have done thus far, with special reference to the development of a model of the role of the digital librarian, including competencies, skills, knowledge base and praxis.

Social implications – Amongst the various issues that have arisen and demanded consideration and investigation are the importance of a multidisciplinarity dimension in the education of digital librarians, as information work is orthogonal to other disciplinary and cultural categorisations; that a gradual convergence or confluence is being identified between various cultural institutions which include libraries, archives and museums; the new modes of learning and teaching, with particular regard to knowledge translation and the learner-generated environment or context; and possibly even a reconsideration of the role of the information professional and new service models for their praxis.

Originality/value – The chapter tries to evidence the present debate about digital librarianship in Europe.

In an era of unprecedented technological innovation and evolving user expectations and information seeking behaviour, we are arguably now an online society, with digital services increasingly common and increasingly preferred. As a trusted information provider, libraries are in an advantageous position to respond, but this requires integrated strategic and enterprise architecture planning, for information technology (IT) has evolved from a support role to a strategic role, providing the core management systems, communication networks and delivery channels of the modern library. Furthermore, IT components do not function in isolation from one another but are interdependent elements of distributed and multidimensional systems encompassing people, processes and technologies, which must consider social, economic, legal, organisational and ergonomic requirements and relationships, as well as being logically sound from a technical perspective. Strategic planning provides direction, while enterprise architecture strategically aligns and holistically integrates business and information system architectures. While challenging, such integrated planning should be regarded as an opportunity for the library to evolve as an enterprise in the digital age, or at minimum, to simply keep pace with societal change and alternative service providers. Without strategy, a library risks being directed by outside forces with independent motivations and inadequate understanding of its broader societal role. Without enterprise architecture, it risks technological disparity, redundancy and obsolescence. Adopting an interdisciplinary approach, this conceptual chapter provides an integrated framework for strategic and architectural planning of digital library services. The concept of the library as an enterprise is also introduced.

Collaboration is essential to realizing the potential of the new digital environment for learning, teaching, and research. Yet successful collaboration often entails organizational changes, political realignments, and rethinking our most basic assumptions and habits. This chapter focuses on CLIR’s current work in fostering collaboration across institutions, disciplines, and professions. It considers these activities in the context of a broader group of emergent collaborative activities that, in aggregate, could support a new and vital digital environment for research, teaching, and the public good. It then discusses a new CLIR activity designed to address the prerequisites for collaboration, and for coherence at scale.

Writing in 1995, what seems from our vantage point an almost primitive moment in technological evolution, hypertext theorist, and fiction writer Catherine Marshall, with her colleague David Levy, presciently described modern libraries;The academic and public libraries most of us have grown up with are the products of innovation begun approximately 150 years ago. We would find libraries that existed prior to that time largely unrecognizable. It is certain that the introduction of digital technologies will again transform libraries, possibly beyond recognition by transforming the mix of materials in their collections and the methods by which these materials are maintained and used. But the better word for these evolving institutions is “libraries,” not digital libraries, for ultimately what must be preserved is the heterogeneity of materials and practices. As library materials and practices of the past have been diverse—more diverse than idealized accounts allow—so they no doubt will remain in the future (Levy and Marshall, 1995, p. 77).By reminding us that libraries were always much more than repositories of collated pages of print, Levy and Marshall highlight the characteristics of modern libraries that mark them not as something new and different, but as something wholly in keeping with the diversity of “traditional” library holdings. “Our idealized image of a library imbues it with qualities of fixity and permanence. This is hardly surprising, since the library is considered to be the Home of the Book, and books are by and large one of the more fixed, more permanent types of documents,” the authors write, but “libraries have always contained materials other than books. Special collections and archives are filled with unbound and handwritten ephemera—correspondence, photographs, and so on … [And] traditional libraries have long contained a diversity of technologies and media; today these include film and video, microfilm and microfiche, vellum and papyrus” (p.77). Now that libraries contain various forms of digital media as standard parts of their collections (electronic journals, electronic catalogs, digital images, digitized sound files), the distinction between “traditional” and “digital” libraries has lost much of its original use, and so has the distinction between traditional and new types of librarians, the stewards of the libraries in any and all forms.