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Preservation activities have existed in libraries since the early days of librarianship, but these efforts were mostly decentralized and buried in the work of many different departments. Not until the 1970s did library organizations begin to add preservation to organizational charts on a departmental or middle management level, along with its new administrative costs. At that time, libraries were struggling with early efforts at automation and the many changes it would bring to their organizations. Preservation department functions, formerly decentralized from an administrative and budgetary standpoint under the headings of commercial binding, book repair, special collections, or circulation, were now identified as a budget line forced to compete for funds with newly formed library systems departments as well as other traditional library functions. This was particularly difficult given that a large portion of the costs of a comprehensive preservation department were new and additive (Fasana and Baker, 1992, p. 132), yet provided few immediately evident benefits. A burgeoning library systems unit could place libraries on the cutting edge of technology; automated card catalogs could improve productivity and efficiency for staff, and also provide for better patron access to collections. Needless to say, systems departments were much better funded than preservation units at this time.

The purpose of this case study was to explore senior librarians’ perceptions of successful leadership skills in the 21st century. The data gathered from 10 senior library leaders consisted of demographic information and responses to six open-ended interview questions. From the NVivo 10 analysis, several significant themes emerged regarding successful library leadership skills in the 21st century at two levels: foundational and interpersonal. At the foundational level, technical and knowledge skills form the building blocks for the next level of interpersonal skills. Persuasion and collaborative skills are interwoven with these interpersonal skills, both of which are at the core of the postindustrial paradigm of leadership. These two levels of skills, with an emphasis on persuasion skills, should form the basis of succession planning programs for next generation librarians. Implementing such programs could lead to increased leadership diversity, greater job satisfaction, improved job performance and effectiveness, all of which help retain librarians and ease staff shortages. Further studies are recommended.

As I make my last contribution as editor of Advances in Librarianship, I would like to say a few words about my twelve years’ experience with this annual. My tenure has greatly enriched my life both professionally and personally. My first association with Advances goes back to 1980 when I was asked to submit an article on library materials budgeting for volume 10. Later, in 1992 I joined Advances as a member of its editorial advisory board. At that time, Irene Godden (Colorado State) edited the volume. I owe her a great debt for her counseling and guidance. After Godden resigned in 1998, I took over as co-editor of Advances and from 2001 (volume 25) I have been its sole editor. Through all these years, I truly enjoyed working with my colleagues on the editorial board and with the many prominent librarians whose papers appeared in Advances. I am especially grateful to Nancy Allen (University of Denver), G. Edward Evans (Loyola Marymount University, Los Angeles), and Mary Jean Pavelsek (NYU), longtime editorial board members, who constantly provided encouragement and support. As editor I worked closely with the publishing staff, first at Academic and later Elsevier. I would like to single out both Marvin Yelles (Academic) and Christopher Pringle (Elsevier) and their assistants, Naomi Henning and Julie Neden, for their excellent work in turning manuscripts into the fine finished books that the reader sees.

This paper aims to present recently published resources on information literacy and library instruction through an extensive annotated bibliography of publications covering all library types.

This paper annotates English-language periodical articles, monographs, dissertations and other materials on library instruction and information literacy published in 2017 in over 200 journals, magazines, books and other sources.

The paper provides a brief description for all 590 sources.

The information may be used by librarians and interested parties as a quick reference to literature on library instruction and information literacy.

I. INTRODUCTION This study attempts to extend and expand previous research conducted by the Department of Marketing at Strathclyde on the adoption and diffusion of industrial products.

Marketing supports the reaching of organizational goals by focusing on the identification and satisfaction of customer needs, thus it can also contribute considerably in achieving the objectives of non‐profit organizations such as libraries. The purpose of this paper is to provide an overview of the literature on the incorporation of marketing notions and the implementation of marketing techniques in library management. It reviews definitions, present different opposing views, marketing issues, social media and Web 2.0 and opinions on the adoption of marketing in a non‐profit organization environment, and examines different successful examples of marketing implementation, concentrating on the gains resulting from such a move.

A thorough literature search on various databases and on various aspects of this topic was reviewed. The literature review is organised on emerging themes directly drawn from the literature, thematically and chronologically within each section. It aims to identify the changing perspectives, the current challenges, and the benefits offered by examining information science specialists' views. The main marketing concepts are identified throughout a strategic planning approach, which has been recommended as the most successful by the majority of researchers.

This paper examines and clarifies the existing misunderstandings and difficulties in library and information services marketing, and stresses the importance of its adoption in this contemporary competitive environment. It examines library marketing in six sections: misconceptions regarding library marketing, main challenges and reasons as to why the adoption of marketing concepts is an integral part of the strategic planning, reports on the international library organizations, provides a description of the implementation of strategic marketing and planning processes, presents some library marketing approaches and examines the contemporary technological opportunities for library marketing in the digital era, such as the use of Web 2.0 tools.

The paper broadens the library marketing literature by gathering researchers' scientific views and advice and identifies the main implementation concerns derived from the earlier and more recent relevant literature. Moreover, for the first time, IT records issues concerning library marketing, social media and Web 2.0.