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Examines a major departmental reorganization within UNLV’s Lied Library, using the concept of knowledge access management as its basis. The establishment of the Knowledge Access Management (KAM) Division, comprising the Cataloging Department, the Systems Department, and the Web Maintenance/Digital Projects Unit, is discussed. The Cataloging Department’s strategic vision is examined, along with an extensive description of the redesign of the new Lied Library’s Web site.

Reports on the issues raised in the OCLC Users Council meeting of 1991. Discusses the changing roles of special, academic, and public libraries, OCLC finances and alliances, MAPS acquisition and services, the Z39.50 technical standard, the progress of PRISM and the new network, and other business of the meeting.

Reports on the May/June 1992 OCLC Users Council, focusing on panel discussions surrounding alternative pricing policies. Overviews a number of alternative pricing models and small group pricing discussions. Comments on the OCLC President′s Report on the issue. Finally, considers some views on telecommunication networks and the status of the work performed by the Committee on Networking Issues.

Discusses the OCLC Users Council debate on electronic information delivery and electronic journals. Considers the decline of paper journals, the current thirst for information, the speed of electronic networks, and the growing gap between costs and available resources. Surmises that many changes wil occur in the next five years, the electronic journal coming of age when it is recognised in academic appointments.

The OCLC Users Council comprises sixty delegates elected by the regional OCLC networks. Delegates serve three‐year terms; on average, twenty new delegates are elected each year. The Users Council is one of many ways that OCLC members have input into OCLC planning and decision making. Each Users Council year (June‐May) consists of three meetings that revolve around a common theme.

The Users Council's theme for the 1992/93 year is Transforming Technologies: Reconstructing Libraries for the New Information Community. To begin this, the October Users Council meeting focused on telecommunications (Internet/NREN specifically), with a presentation on the ambitious Blacksburg Electronic Village project.

VINE is produced at least four times a year with the object of providing up‐to‐date news of work being done in the automation of library housekeeping processes, principally in the UK. It is edited and substantially written by Tony McSean, Information Officer for Library Automation based in Southampton University Library and supported by a grant from the British Library Research and Development Department. Copyright for VINE articles rests with the British Library Board, but opinions expressed in VINE do not necessarily relect the views and policies of the British Library. The subscription to VINE is £10 per year and the subscription period runs from January to December.

Juliet Leeves edited the four issues of VINE in 1989. She began her professional career in The British Library where she was involved in the development of MARC‐based services. She subsequently worked at the University of London, developing shared automated systems for the schools and colleges of the federal University. Since becoming freelance in 1983, she has worked for all types of library, primarily advising on the evaluation, selection and installation of library and information systems. She is also the author of several publications on library systems, including the popular “Library systems: a buyers guide”, the most recent version of which is published by LITC as “LIBSYS.UK: a directory of library systems in the United Kingdom”. In this article she reviews some of the developments in library systems over the years.

Despite widespread interest in “behavioral strategy,” it is not clear what this term, or its associated academic subfield, is all about. Unless a critical mass of scholars can agree on the meaning of behavioral strategy, and professionally identify with it, this embryonic community may face a marginal existence. We describe three alternative conceptions for the academic subfield of behavioral strategy, along with assessments of the pros and cons of each. The “small tent” version amounts to a direct transposition of the logic of behavioral economics to the field of strategic management, specifically in the style of behavioral decision research. The “midsize tent” view is that behavioral strategy is a commitment to understanding the psychology of strategists. And the “large tent’ view includes consideration of any and all psychological, sociological, and political factors that influence strategic outcomes. We conclude that the midsize tent represents the best path forward, not too narrow and not too broad, allowing rich scope but with coherence. The large tent conception of behavioral strategy, however, is not out of the question and warrants serious consideration.