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This paper aims to focus on academic library managers’ learning practices in the context of cooperative work supported by computational artefacts. Academic library managers’ everyday work is mainly cooperative. Their cooperation is supported predominantly by computational artefacts. Learning how to use the computational artefacts efficiently and effectively involves understanding the changes in everyday work that affect managers and, therefore, it requires deep understanding of their cooperative work practices.

Focused ethnography was conducted through participant observations, interviews and document analysis. Ten managers from a university library in Sweden participated in the research. A thematic method was used to analyse the empirical material. Computer supported cooperative work (CSCW) and work-integrated learning was used as the conceptual lens.

Five learning practices were identified: collaboration, communication, coordination, decision-making processes and computational artefacts’ use. The findings show that learning is embedded in managers’ cooperative work practices, which do not necessarily include sufficient training time. Furthermore, learning was intertwined with cooperating and was situational. Managers learned by reflecting together on their own experiences and through joint cooperation and information sharing while using the computational artefacts.

The main contribution lies in providing insights into how academic library managers learn and cooperate in their everyday work, emphasizing the role of computational artefacts, the importance of the work context and the collective nature of learning. It also highlights the need for continual workplace learning in contemporary knowledge work environments. Thus, the research generates contributions to the informatics field by extending the understanding of managers’ work-integrated learning in their everyday cooperative work practices supported by computational artefacts’ use. It also contributes to the intersection of CSCW and work-integrated learning.

By 2030, one in six people in the world will be aged 60 years or over. As the average age of population increases, governments are increasingly called upon to implement policies to address the needs and interests of older people, including those related to housing, employment, health care, social protection, and other forms of intergenerational solidarity. Public libraries, as trusted community hubs, have the opportunity to serve as an environment for reflection and dialogue on age and aging. In this chapter, the authors reflect on the broader contexts and social trends that are shaping older adults’ engagement with public libraries and identify those older adults-focused public library practices that align with specific UN Sustainable Development Goals: Goal 3: Good Health and Well-Being, Goal 4: Quality Education, Goal 8: Decent Work and Economic Growth, Goal 10: Reduce Inequalities, and Goal 16: Peace, Justice, and Strong Institutions. While public libraries are already meeting many facets of UN Sustainable Development Goals, to ensure that libraries can responsively meet older adults’ changing needs and expectations, the authors conclude with suggestions to enhance public libraries’ cross-sector coordination for maximum reach and impact on older patrons’ everyday lives.

The purpose of this paper is to investigate the attitudes and views of library directors and key librarians on issues related to library collaboration and its impact on the welfare of advanced and cost‐effective systems of library and information services.

A qualitative approach was utilized through the use of semi‐structured, face‐to‐face interviews for collecting needed data from library directors and key librarians in four major universities located in diverse regions in Oman. Collected data were transcribed and relevant themes and patterns were identified following an interpretive thematic approach.

Results show that participants indicated an overall positive attitude toward library collaboration in an academic setting. They believed in the desired individual and institutional benefits that they would gain if their libraries or parent organizations developed and enhanced a collaborative system. The three most important advantages of collaboration were emphasized. They are: to enlarge and improve the library services, including increasing users' access to inter‐library information resources; to reduce costs by sharing manpower and resources; and to share experience through communication and enhance skills and knowledge of staff through collaborative training.

The paper provides an overview and insights into demanding issues related to academic library collaboration in Oman. The result of this study helps propose a frame‐work or strategy for the purpose of initiating and developing a new system of academic library collaboration in Oman.

Library collaboration, overall, has hardly been studied in Oman, or at least in the context of academic librarianship. This paper highlights the importance of library collaboration and its impact on the changing environment of academic libraries.

The purpose of this study is to investigate the nature of collaboration among seminar libraries and central library of universities and to recommend certain measures to strengthen this collaboration. Central libraries of leading universities in Pakistan possess more resources and manpower than seminar libraries. The task of planning about the important matters like access to e-resources, selecting infrastructure and automation mechanics lies with central libraries. Growth of information and communication technology (ICT) and information explosion has created opportunities for the libraries within a university for creating a cordial and beneficial relationship between central library and seminar libraries.

Mixed-method design was used for exploring the collaboration and nature of relationship among central libraries and seminar libraries within the university. Data were collected from library executives chairing their sections at their workplaces in central libraries of leading universities during the author’s visits to these libraries for MPhil study for collecting data about organisational structures of central libraries. A questionnaire was constructed to elicit information about the relationship between the central library and the seminar libraries that was supplemented with the telephonic interviews from library professionals and faculty about the nature of this relationship.

The data analysis of the present study revealed that the relationship between the central library and the seminar libraries is of a diverse nature. Private sector universities have developed integrative relationships, while some public sector ones have interactive relations and some have independent libraries with limited relationship. All library professionals interviewed have rejected the idea of independent seminar libraries and majority of them proposed integrated relationship between the central library and the seminar libraries.

This study suggests that the relationship between the central library and the departmental library should be developed by considering the depleting resources and by developing ICT. According to library professionals, the relationship between the central and departmental libraries should be of either interactive or integrated nature. University administration and library administration should come forward for building a beneficial relationship among libraries within the university. This study will lead to broader collaborations among libraries of different universities in Pakistan.

No study has ever been undertaken in Pakistan to explore the relationship between the central library and the seminar libraries of universities. This study will be a milestone for building collaborative relationships among different libraries within universities.

The Library System of China and the Information System of China are the two systems of information organisations in China. This paper discusses the types of information agencies in each, focusing on structural characteristics, and governing regulations and especially on programmes and activities. Included in the discussion are such topics as publications, cooperative undertakings, new services and evaluation procedures.

Networking in Florida reflects the socioeconomic and geographic diversity of the state. Organizational, telecommunications, and governance structures are diverse and complex. Network development has been a grassroots effort involving all types of libraries, with coordination provided at the state level. The Florida Division of Library and Information Services, Department of State (also known as the State Library) has assumed a leadership and coordinating role for many years, facilitating the growth of networking through advice, counsel, and funding. In 1985–86, the State Library commissioned an extensive study of libraries of all types with an eye toward coordinated networking and resource sharing. The resulting Florida Long‐Range Plan for Interlibrary Cooperation served as a blueprint for network development. That plan was revised annually through 1990–91 and was completely reworked in 1994 as the Florida Plan for Interlibrary Cooperation, Resource Sharing, and Network Development, with extensive input from a wide range of stakeholders in the library and information community.

Differentiation is an important dimension of organizational structure, as it is the building block of organizational structure upon which organizations are based. The purpose of this paper is to investigate the nature of differentiation in central libraries of leading universities in Pakistan.

Multiple quantitative methods were used to carry out this research. Structured questionnaire, perusal of organizational documents and observation of library section were used to collect data for this study.

Majority of libraries have divided the entire library operations into five to eight departments, and acquisition, circulation and periodical sections are created in almost all the libraries included in the sample. Unity of command principle is applied at only the section level, but dual chain of command is prevalent for personnel working under the two hierarchical levels, i.e. section head and library head, as they have to report to both of them. In majority of libraries, average span of control ranges from five to ten personnel for the library head and from six to seven personnel for the section head.

No such study is conducted in Pakistan. This study has identified the levels of differentiation and will guide academic library executives in creating a balance in the levels of differentiation to accomplish the objectives of the organization.

Background on library service needs that lead to the creation of regional library systems, and overview of current trends.

Historical and philosophical overview by participating regional library system director.

In Illinois, the creation of regional library systems supported the establishment of many new public libraries and service was expanded and strengthened in existing libraries. With the need for new libraries less critical, the systems have greater focus on resource sharing and library development.

As resources for libraries continue to be strained, cooperative ventures can make scarce dollars go further.

Koha is an open‐source Integrated Library System (ILS) developed in New Zealand and deployed for the first time in January 2000 for the Horowhenua Library Trust. Koha is a fully‐fledged software with basic and advanced features. The purpose of this paper is to illustrate a case study of integration of a big Italian consortium specializing in ITC support for libraries and public administration, in the development community of an integrated library system, and to describe the characteristics of CILEA support for this programme.

The paper describes the main Koha features and functions and what CILEA did in the development community in Italy.

Koha is a very simple but complete ILS, to be used by libraries of every dimension and kind of specialization. CILEA worked to adapt Koha to Italian libraries and now it is a part of the library community.

This paper shows how Koha has a strong and wide community of librarians and developers. In particular, it is shown to be suitable for all institutions wanting to automate their libraries using a system that allows complete control over data and over the software itself. The authors of this paper are interested in maximizing the diffusion of Koha.