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The design of an online public access catalog greatly affects the performance and capacity requirements of the computer system. The characteristics of traditional menu and command‐driven systems that most affect performance are explained.

Acceptance and benchmark tests will provide important assurances that an automation system will meet defined performance requirements. Three acceptance tests should be required by a library and performed by the vendor: 1) a system reliability acceptance test, 2) one or more functional performance acceptance test, and 3) a full load response time acceptance test. Additionally, a library may require that benchmark tests be conducted after a vendor has been selected, but before a computer is installed in the library, if the vendor does not have installed systems comparable to the library's requirements, or if other similar systems have not previously met the library's performance objectives.

Setting up an SC350 may look complicated at first, but with patience, some computer background, and support from knowledgeable contacts, creating a fully operational SC350 workstation does not have to be a nerve‐wracking experience. Fortunately, I had the opportunity to work with a very helpful staff at OCLC and SUNY OCLC. The following could be considered a report on “how we did it” or could be useful information for the library preparing for or considering using SC350. Once the technicians arrive with the hardware, you are faced with assembling an M300 terminal, CRT, a Tallgrass hard disk drive, an unattached modem, and a printer. You are supplied with several lengthy manuals, and have virtually very little idea of how to proceed. The technicians will unpack and hook‐up the following items: the disk drive and CRT. They will further assist you by installing your M300 software on floppy disks. They are very polite, will wish you luck, and leave. But what about the modem, hard disk, and printer? To finish the job at hand, it is important to read through the manuals and sort through the remaining unpacked materials in order to prepare a successful gameplan.

This paper addresses the concept of automated library systems of the 1980s as a marriage of traditional bibliographic transaction processing applications and those now emerging under the rubric of the advanced office system. This is the concept of CESS—the Comprehensive Electronic Service System for the library or information center. The basis of CESS will be a distributed data processing system eventually linking the local library, via computer to computer communication, to institutional parent, regional and national level systems and their associated services. Functional application distribution for this system is discussed with Computer Consoles, Inc., Office Power and Prime Computer, Inc., Prime Office Automation System (POAS) used to show the office automation capabilities and their integration aspects with online bibliographic systems for the library. Present and near term solutions to creating CESS concept systems are presented.

These studies provide a cross‐section of current library automation activity. They illustrate some of the forces acting on libraries, the growth and development of the library marketplace, and the increasing complexity and interrelationships of automated systems. Above all, they lead to an appreciation of just how daunting automation projects can be, and how profoundly these new systems are changing libraries. These contributors have administered projects in which many successes have been realized in often difficult, but not atypical, circumstances.

Algermissen, Virginia, Penny Billings, Sandra Grace, Barbara Guidry, and John Blair. “Subminute Telefacsimile for ILL Document Delivery.” Information Technology and Libraries, I (Sept., 1982), 274–5.

Representatives of six prominent library system vendors—Joseph R. Matthews (Inlex), Mike Monahan (Geac), Kelvin Browne (Utlas), Carl Lee (VTLS), Michael J. Mellinger (Data Research) and Stephen R. Salmon (Carlyle)—address the key issues related to system performance. From their experiences and perspectives as vendors, they address the issues of 1) designing, configuring and sizing systems, 2) the establishment of performance criteria, 3) the use of benchmark and acceptance tests, 4) the risks of miscalculations, 5) the roles of the vendor, consultant and library, and 6) related topics.

LIBRARY NETWORKS are a very hot topic on the US library scene these days. Nearly every library periodical one picks up seems to contain news about changes in OCLC, RLG/RLIN, and WLN and the growing competition among them. This report will review what has been happening during the past year and consider what may develop in the future.

Environmental consequences increasingly influence management strategy and choice. The purpose of this paper is to investigate the effects on attention and investment of: incorporating environmental data into a balanced scorecard (BSC), called the sustainability balanced score card (SBSC) and the organization of environmental accounting information.

In a between‐participant design, participants (n ≈ 95) chose from among two investments using BSCs. Participants were randomly assigned to one of three conditions: no environmental data (control or BSC condition); environmental data embedded within the traditional BSC (four‐perspective SBSC); or environmental data added to a BSC as a standalone fifth perspective (five‐perspective SBSC).

Investment to achieve environmental stewardship objectives was greater with the four‐perspective SBSC than the traditional BSC. In addition, participants were most efficient, i.e. spent the least total time, and least time per data element examined, with the four‐perspective SBSC. Finally, the time spent examining, and decision weight given to, environmental data were unrelated.

Professional managers and accountants may have greater knowledge of environmental metrics than do students, who are the participants in this study; hence, the results may not generalize to higher knowledgeable professionals since their processing of environmental data may differ from the lower knowledge participants of this study.

The form (i.e. organization) of environmental accounting data changed the allocation of participants' attention while the presence of environmental accounting data changed participants' investments; hence, both the presence and form of environmental accounting information influenced decision making.

This study is among the first to show differing influences from both the presence and organization of environmental accounting data on attention and investment.

This study explores how balanced scorecard format and reputation from environmental performances interact to influence performance evaluations.

Two general options exist for inserting environmental measures into a scorecard: embedded among the four traditional perspectives or grouped in a fifth perspective. Prior balanced scorecard research also assumes negative past environmental performances. In such settings, and when low management communication levels exist on the importance of environmental strategic objectives (a common practitioner scenario), environmental measures receive less decision weight when they are grouped in a fifth scorecard perspective. However, a positive environmental reputation would generate loss aversion concerns with reputation, leading to more decision weight given to environmental measures. Participants (N=138) evaluated performances with scorecards in an experimental design that manipulates scorecard format (four, five-perspectives) and past environmental performance operationalizing reputation (positive, negative).

The environmental reputation valence’s impact is more (less) pronounced when environmental measures are grouped (embedded) in a fifth perspective (among the four traditional perspectives), when the environmental feature of the measures is more (less) salient.

Findings provide the literature with original empirical results that support the popular, but often anecdotal, position of advocating a fifth perspective for environmental measures to help emphasize and promote environmental stewardship within an entity when common low management communication levels exist. Specifically, when positive past environmental performances exist, entities may choose to group environmental performance measures together in a fifth scorecard perspective without risking those measures receiving the discounted decision weight indicated in prior studies.