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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.

Since 1939, with the introduction of television at the World Fair in New York City, the television business has gone through many changes from the introduction of color to multichannel offering through cable and satellite. Recent years have brought an accelerated pace of change driven in large by the proliferation of digital platforms. Change that is manifested in the way consumers view television. Technology adoption is more of an evolutionary process than a full-fledged revolution. As such, learnings from consumer adoption of interactive television can provide a footprint for other industries. An example is digital health that includes applications and platforms, which are applied toward improving healthcare delivery or the healthcare systems.

This chapter will provide a comparison between the television and health industries as they transition into the digital age. It juxtaposes learnings from changing business models and consumer adoption from both industries and offers a possible roadmap for other industries on the quest to engage and grow their consumer base in the digital age.

The question of power, long indispensable to organizational analysis, remains the elusive but essential key to understanding the employment relation within the contemporary capitalist context. Taking up this question, this chapter critically examines two of the more prevalent approaches toward work organizations – neo-institutionalist theory and labor process analysis – and engages a third, less widely utilized approach: Foucault's theory of governmentality. By weighing the strengths and weaknesses of familiar analytical traditions and providing insight into an emergent theoretical approach, we offer some observations and suggestions that might enrich the study of work, power, and organizations in the coming years.

The purpose of the study is to develop an understanding of the interplay between multinational enterprises (MNEs) and informal institutions on a firm–industry level. “Interplay” here means how responses to institutions develop in a particular context and how this development is interrelated with stakeholders’ reactions and activities. To study this interplay between MNEs and informal institutions, the authors draw on literature on institutional complexity, as well as on a co-evolutionary perspective. Two case vignettes are presented on MNEs’ post-entry strategies and behaviors in their new host markets, with a view to understanding how and under what conditions informal institutions in the host market may compel MNEs to alter their initial strategies and behaviors in the market and, on the other hand, how and under what conditions MNEs’ strategies and behaviors may act as catalysts of change in these informal institutions.

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.

This case study describes how one library leveraged shared resources by defaulting to a consortial catalog search.

The authors use a case study approach to describe steps involved in changing the catalog interface, then assess the project with a usability study and an analysis of borrowing statistics.

The authors determined the benefit to library patrons was significant and resulted in increased borrowing. The usability study revealed elements of the catalog interface needing improvement.

Taking advantage of an existing resource increased the visibility of consortial materials to better serve library patrons. The library provided these resources without significant additional investment.

While the authors were able to identify other libraries using their consortial catalog as the default search, no substantive published research on its benefits exists in the literature. This chapter will be valuable to libraries with limited budgets that would like to increase patron access to materials.