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This chapter describes the growth and decline of Library Operational Research (Library OR) since the first descriptions of such activity appeared in the 1960s. The changing nature of OR and of the academic library is discussed and a case is made for recognition of a new paradigm in Library OR. First explored are the origins of OR and its application to academic libraries, summarizing some of the critical assessments of Library OR from those active in the field, and exploring some of the literature that relates to the development of OR itself, the academic library as an entity, and the modeler/library–practitioner interaction. Each indicates that a new way of working in Library OR is required if it is to deliver the results that OR has delivered in other contexts. The growth and decline of Library OR has been very marked. The decline has coincided with a reevaluation of the nature and contribution of OR itself, particularly in relation to modeling activities. New modeling approaches have evolved involving problem structuring, and these new paradigms extend naturally to Library OR and would help ease a number of concerns raised against the use of traditional OR models. Practical implications of this chapter are that academic libraries are facing an era of unprecedented change and some of the issues to be addressed relate to identifying and managing strategy and managing change. The adoption of new paradigms could enliven the practice and contribution of Library OR.

The first half of this volume is on the theme of library operations and management. The second half covers three different topics which point toward trends and implications for libraries, education, and the use of electronic texts by humanities researchers.

Organizational crises are complex events for researchers to assess. However, research in this domain remains fragmented, and advanced empirical techniques remain underutilized. In this chapter, we offer an integrated approach to assessing crises. We first specify a behavioral process model of crisis management comprised of three stages: interpretations, responses, and outcomes. Within each stage, we identify areas of opportunity and provide methodological recommendations that enhance our understanding of crises and crisis management. We also provide recommendations that could be applied across stages of the model. Taken together, we present a framework by which researchers can more effectively measure and analyze critical crisis dimensions.

Purpose – This chapter examines the process of radicalization, deradicalization, and support for intelligence agencies in a few well-known cases of terrorists who turned into informants.

Methodology/Approach – Five cases studies are utilized to demonstrate the process of engagement in, disengagement from, and revolt against terrorist groups. Existing literature on radicalization and deradicalization is set against the context of these case studies.

Findings – By drawing upon the experiences of terrorists who turned into informants, it is possible to prove theories on radicalization and deradicalization. In particular, the process of cognitive radicalization presumes that extremist beliefs can also be rejected (deradicalization), while the process of behavioral radicalization presumes that terrorists can distance themselves from extremist behaviors (disengagement).

Originality/Value – Scholarship has traditionally focused on “underdogs” of all kinds, with a less keen interest in elites or the actors operating on their behalf. The work of informants has often remained in a dimly lit corner of academic research. This chapter helps illuminate the path undertaken by terrorists who become informants for Western security apparatus.