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This is a case study on the opportunities provided by Open Source library systems and the experience of delivering these systems through a shared service.

This chapter derives from desk research, interviews, and direct involvement in the project. The format is a case study, setting out a detailed timeline of events with information that can be applied in other settings.

This chapter presents reflections on the value and limitations of collaboration amongst libraries and librarians on an innovative approach to library systems and technologies. It also presents reflections on lessons learned from the processes and detailed discussion of the success factors for shared services and the reasons why such initiatives may not result in the outcomes predicted at the start.

Libraries and IT services considering Open Source and shared service approaches to provision will find material in this study useful when planning their projects.

The nature of collaboration and collaborative working is studied and observations made about the way that outcomes cannot always be predicted or controlled. In a genuine collaboration, the outcome is determined by the interactions between the partners and is unique to the specifics of that collaboration.

The case study derives from interviews, written material and direct observation not generally in the public domain, providing a strong insider’s view of the activity.

This chapter aims to describe the development of the interlending and document supply (DS) service over the past 30 years and to show that this service still has much to offer.

After a historical introduction, the current environment for researchers is assessed and analysed in the current context of the rapidly changing access to information.

The interlending and DS service has declined in the last 10 years owing to the dual impact of the ‘Big Deals’ and the growth in open access. However the service retains its value for providing access to the vast amounts of material that is still not freely available or is hidden behind expensive pay walls.

This is the only study that analyses the current global situation regarding the interlending and DS service.

Merging two distinct academic libraries into one presents unique problems and challenges. In 2010 the Utah System of Higher Education officially mandated that the College of Eastern Utah merge with Utah State University in order to reduce costs and promote efficiencies within the College of Eastern Utah, an institution hit particularly hard during the recent economic decline. Although the College of Eastern Utah was clearly becoming part of Utah State University, one of the charges was to maintain its core mission and unique identity. It was important that the College of Eastern Utah Library be seen as a separate entity, yet have full access to the resources of the Utah State University Library. Librarians at the respective institutions were charged with extending access to as many library resources as possible, streamlining workflow, eliminating redundancies, and uniting collaboratively as one working library. This chapter describes how they proceeded to fulfill this charge. Described are the practical aspects, such as migrating the College of Eastern Utah Library catalog to the same integrated library system and server as Utah State University’s, as well as the steps taken to negotiate with vendors to provide access to electronic resources to all patrons. Changing technical services processes, organizing reference services and collection development, working with information technology staff at the different campuses, and budget management are also discussed. Two years later the two successfully moved forward as one academic library with separate institutional identities. Experience indicates that success was accomplished through collaboration, planning, and effective communication.

With the rise of alternate discovery services, such as Google Scholar, in conjunction with the increase in open access content, researchers have the option to bypass academic libraries when they search for and retrieve scholarly information. This state of affairs implies that academic libraries exist in competition with these alternate services and with the patrons who use them, and as a result, may be disintermediated from the scholarly information seeking and retrieval process. Drawing from decision and game theory, bounded rationality, information seeking theory, citation theory, and social computing theory, this study investigates how academic librarians are responding as competitors to changing scholarly information seeking and collecting practices. Bibliographic data was collected in 2010 from a systematic random sample of references on CiteULike.org and analyzed with three years of bibliometric data collected from Google Scholar. Findings suggest that although scholars may choose to bypass libraries when they seek scholarly information, academic libraries continue to provide a majority of scholarly documentation needs through open access and institutional repositories. Overall, the results indicate that academic librarians are playing the scholarly communication game competitively.

A significant amount of experimentation in virtual collection building and public service has been underway for the past few years. The time has now come to stop experimenting and commit instead to building collaborative, scalable and sustainable programs to meet patrons at their point of need. Our failure to do so will mean a relegation of libraries to the back ranks of information gatherers and suppliers. While it is unlikely that libraries will disappear altogether, they will become afterthoughts unless librarians consciously rethink their roles in society and academia becoming less the passive retainer and more the active participant in the creation and maintenance of information and knowledge. The resources and means are available to make librarians viable and necessary contributors to efficient information retrieval. However, do librarians have the will, the imagination and the confidence to do so? This chapter will evaluate the development of virtual reference services and will suggest a road map for where to go next.

From 2007 to 2009, Kansas State University Libraries (K-State Libraries) committed to strategically assess and redevelop their organizational structure. The Libraries’ Strategic Plan and position redistributions commenced in 2007 and 2009 respectively, with adjustments in 2010 to accommodate the university’s K-State 2025 Strategic Plan. Together, these changed the roles of former subject librarians, dividing and transferring responsibilities for outreach, reference, instruction, and collection development. Among the more significant changes was the creation of departments devoted to patron groups, rather than specific academic disciplines. Illustrating how the reorganization changed the roles of traditional library services, this chapter outlines the responsibilities of three librarian positions: Undergraduate and Community Services, Faculty and Graduate Services, and Content (collection) Development. The librarians are also founding members of the K-State Libraries Arts Matrix, an ad hoc team operating within the new organization to enhance communication and expand subject expertise in the visual and performing arts. These transitions presented both opportunities for engagement and specialization, as well as challenges to communication and subject identity. These issues are addressed, including solutions offered by the matrix model. Although this study is limited by the neoteric existence of this model, and lack of precedents for comparison, K-State Libraries’ example may offer a viable model for institutions adapting to fiscal realities. Additionally, matrices may supplement the traditional subject librarian model for those seeking to enhance engagement and collaboration. This chapter offers further insight into a strategic planning process, as well as a transparent, inclusive strategy for librarians adjusting to organizational change.

This chapter discusses the distributed, volunteer nature of an information delivery cooperative which became formally designated as the IDS Project and how a “coalition of the willing” has been able to move the resource sharing community forward on a national scale through innovations in training, support, and technology. The authors use a case study approach to highlight some of the major accomplishments of the IDS Project, such as the Article Licensing Information Availability Service (ALIAS), IDS Search, the Mentor Program, and the Regional Users Groups. The team-based structure of the IDS Project allows for groups to work independently and from multiple locations while still creating a synergistic result through the combination of community and innovation. Distributed teams often provide enriched user skills for the group but often cause difficulties due to the distance, communication, and differing requirements of the different local institutions. The IDS Project’s use of technology and periodic face-to-face meetings has reduced the issues with distributed teams and created highly effective working groups. These groups, such as the mentors and the Technology Development Team, have provided excellent service and training to the member libraries. Through the use of the Best Practices Toolkit, the Getting It System Toolkit, ILLiad Addons produced by IDS, and other national services, the IDS Project has made it possible for libraries that use ILLiad to benefit from its developments.

How can academic libraries unlock staff capacity for new initiatives as they transition their collections from print to digital? The following are four strategies for recapturing staff time as libraries adopt new formats while still supporting older ones at a smaller volume. First, librarians should employ strategic collection development that takes into consideration opportunities for efficiencies as they make the print to digital transition. Second, libraries should implement creative reorganizations in order to scale down print services and effectively manage new digital formats. Third, libraries should rightscale their infrastructure, that is, choose the appropriate level – local, consortial/regional, national, or global – where collection management activities should take place. Fourth, libraries, library software vendors, and publishers should develop purchasing and resource discovery infrastructures that harness shared data to enable network level electronic resource management.

The purpose of this chapter is to introduce the basic concepts and principles of linked data, discuss benefits that linked data provides in library environments, and present a short history of the development of library linked data.

The chapter is based on the literature review dealing with linked data, especially focusing on the library field.

In the library field, linked data is especially useful for expanding bibliographic data and authority data. Although diverse structured data is being produced by the library field, the lack of compatibility with the data from other fields currently limits the wider expansion and sharing of linked data.

The value of this chapter can be found in the potential use of linked data in the library field for improving bibliographic and authority data. Especially, this chapter will be useful for library professionals who have interests in the linked data regarding its applications in a library setting.