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This study investigated the development of institutional repositories (IRs) at doctoral institutions, identifying factors that influence development and best practices using a comparative case study analysis approach to gather and analyze data. The development of a repository is one of the more complex projects that librarians may undertake. While many librarians have managed large information system projects, IR projects involve a larger stakeholder group and require support from technical services, public services, and administration to succeed. A significant increase in the development of repositories is expected with technology and process improvements for digital collection development so further study is warranted. Both institutional and subject repositories were examined for the case studies. Best practices and recommendations for future developers, such as early involvement of stakeholder groups and the need to educate both librarians and teaching faculty about open access collections, are also discussed. This study contributes to a more informed understanding of the development of IRs and identifies a model framework for future IR developers. The best practices framework incorporates the processes from the case study sites and includes additional factors identified from the case study interviews. Key to the framework is the inclusion of stakeholder groups on campus and assessment measures. While the case studies focused on doctoral institutions, the framework can be adapted to any size institution.

Project management techniques for digital initiatives must shift with the transformation of content from analog to digital, from singular projects to mass-digitization and large-scale digital preservation. How are project management methods employed across digital practices, from digitization, to online access, to preservation? How can project management methods evolve to create a collaborative workflow across collection and service areas of librarianship, centered on digital stewardship?

Solutions for these questions are illustrated in an explanation of the workflows implemented at the University of Maryland, College Park Libraries and reflected upon in a case study of a recent digital initiative.

Centered on the efforts of two departments in the Libraries’ Digital Systems and Stewardship division, this chapter outlines the origins, techniques, and integration of digital project management with a focus on Waterfall and Agile project management. Furthermore, the integration and transition of project management methodologies and tools between groups is emphasized, mirroring the transformation of analog media to digital formats and the requisite shifts in thinking such projects require.

These case studies are based on research across the profession and implementation at the University of Maryland, College Park Libraries. The local application of two established project management techniques, Waterfall and Agile, are summarized and compared. Though regularly employed in application development, applying Agile project management in libraries is a relatively new practice and has not been widely documented in library literature.

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.

This chapter outlines current developments in Indian libraries, information services and cultural sector collectively highlighting recent trends and developments as India increasingly takes centre stage in the area of libraries and information literacy development. The chapter also provides a critical analysis of library and information science education in India and highlights the need for government strategies and policies related to public libraries. Some 17 federal states and union territories in the Republic of India have no public library legislation and therefore low literacy rates. India needs public awareness campaigns, civic engagement and community developments including the grass-roots empowerment of public libraries. Financial reforms, modernization and federal funding strategies for public libraries are also required to energize cultural organizations and national libraries. A recent major development is the establishment of a National Commission on Libraries following recommendations by the National Knowledge Commission. However, Indian public libraries do not cater sufficiently for the growing youth population or other strata's of Indian society. The growing Indian higher education sector also necessitates information policies for open access, digital preservation and repositories development.

A community outreach program called Surabaya Memory (SM) initiated by Petra Christian University’s Library in Indonesia is described in this chapter. It is dedicated to the preservation of Surabaya city’s historical and cultural heritage, and provides a case study of academic library leadership both in its campus setting and in society in general. The initiative started in 2001 as a heritage project dedicated to preserving resources digitally, but since then evolved into much broader initiatives involving various community outreach programs. These programs and activities have been held in the city’s malls in an effort to reach everyone, not just the learned and cultured groups of society. In organizing all those programs and activities, the Library found itself assuming expanding roles and functions. It has also found itself exercising leadership roles in facilitating various university academic departments and administrative units to reach out to the community at large. SM also served as a forum wherein academic departments could showcase the Surabaya-related work of faculties and students to the general public. In some cases SM’s programs and activities which could be integrated into academic courses in several academic departments. The chapter discusses a model for academic libraries to assume leadership roles on campus, and for redefining their roles and activities well beyond their campuses. Such newly redefined roles will, in the end, raise not only the public profile of academic libraries on campus but also of the entire university.

This chapter focuses on organizational preservation and curation capabilities. The authors define capabilities and explain how they pertain to an enterprise architecture. The authors describe preservation as it is currently practiced in relation to information and data. They also explain how preservation should be expanded to cover knowledge assets. Knowledge preservation exists today as a support capability, aligned with information and data management. Curation is described as an emerging but fragmented practice. It is modeled as a new business capability.

Are library consortia agile organizations? That is, do they have the leadership capacity to respond quickly to or drive change in complex environments? To explore the related issues of library consortium agility and leadership, the author developed a case study of the Ohio Private Academic Libraries (referred to hereafter as OPAL) consortium, 1998–2007. This chapter describes the OPAL experience and summarizes her findings, conclusions, and recommendations.

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.